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| Criterion |  Operations Kaizen Event |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Operations DMAIC |
|---|---|---|---|---|
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 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 problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 0.5-5 Tage | 45-120 min | 1-3 h | 2-12 Wochen |
Participantsdifferent | 4-10 | 2-8 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | LeanContinuous improvementOperations | WasteLeanProcess improvement | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement |