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| Criterion |  Operations Kaizen Event |  Operations Waste Analysis |  Engineering Kanban |
|---|---|---|---|
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. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 45-120 min | Ongoing |
Participantsdifferent | 4-10 | 2-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanContinuous improvementOperations | WasteLeanProcess improvement | FlowVisual managementDelivery |
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