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| Criterion |  Engineering Kanban |  Operations PDCA Cycle |  Operations Standard Work 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 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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 | Low | Medium | Medium |
Timedifferent | Ongoing | 1 h bis mehrere Wochen | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 1-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | Continuous improvementLeanExperiments | LeanProcessQuality | LeanFlowWasteDelivery |