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| Criterion |  Engineering Kanban |  Operations PDCA Cycle |  Operations Kaizen Event |
|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | Ongoing | 1 h bis mehrere Wochen | 0.5-5 Tage |
Participantsdifferent | 2-12 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | FlowVisual managementDelivery | Continuous improvementLeanExperiments | LeanContinuous improvementOperations |
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