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| Criterion |  Operations PDCA Cycle |  Engineering Kanban |  Operations 8D Problem Solving |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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 acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Low | Medium | High | Medium |
Timedifferent | 1 h bis mehrere Wochen | Ongoing | 1-6 Wochen | 1-3 h |
Participantsdifferent | 1-8 | 2-12 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kanban board, WIP policies, Flow metrics | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | Continuous improvementLeanExperiments | FlowVisual managementDelivery | QualityProblem solvingRoot cause | LeanFlowWasteDelivery |