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| Criterion |  Engineering Kanban |  Operations DMAIC |  Operations Waste Analysis |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Ongoing | 2-12 Wochen | 45-120 min | 1-3 h |
Participantsdifferent | 2-12 | 3-10 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | Continuous improvementQualityProcess improvement | WasteLeanProcess improvement | LeanFlowWasteDelivery |