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| Criterion |  Operations Kaizen Event |  Delivery Value Stream Mapping |  Operations Kepner-Tregoe |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 0.5-5 Tage | 1-3 h | 2-8 h | 90-180 min |
Participantsdifferent | 4-10 | 4-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current-state map, Future-state map, Bottleneck list | Problem Analysis, Decision Analysis, Risk Plan | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanContinuous improvementOperations | LeanFlowWasteDelivery | Problem solvingRoot causeDecisionOperations | PrioritizationDeliveryEconomicsDecision |