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