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| Criterion |  Operations PDCA Cycle |  Delivery Value Stream Mapping |  Delivery Communication Plan |  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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 4-10 | 2-6 | 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 | Communication Plan, Channel Matrix, Message Cadence | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning | LeanContinuous improvementOperations |