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| Criterion |  Operations PDCA Cycle |  Delivery Value Stream Mapping |  Business Strategy Balanced Scorecard |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Low | Medium | High | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | Halber Tag bis mehrere Wochen | 0.5-5 Tage |
Participantsdifferent | 1-8 | 4-10 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current-state map, Future-state map, Bottleneck list | Balanced Scorecard, Strategic Measures, Initiative Map | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | LeanFlowWasteDelivery | StrategyMetricsExecution | LeanContinuous improvementOperations |