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| Criterion |  Operations Kaizen Event |  Delivery Value Stream Mapping |  Operations Waste Analysis |
|---|---|---|---|
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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 45-120 min |
Participantsdifferent | 4-10 | 4-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog |
Tags1 shared | LeanContinuous improvementOperations | LeanFlowWasteDelivery | WasteLeanProcess improvement |
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