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| Criterion |  Engineering Kanban |  Operations PDCA Cycle |  Operations Waste Analysis |  Operations DMAIC |
|---|---|---|---|---|
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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 | Low | High |
Timedifferent | Ongoing | 1 h bis mehrere Wochen | 45-120 min | 2-12 Wochen |
Participantsdifferent | 2-12 | 1-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Waste Map, Prioritized Waste, Improvement Backlog | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | FlowVisual managementDelivery | Continuous improvementLeanExperiments | WasteLeanProcess improvement | Continuous improvementQualityProcess improvement |