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| Criterion |  Operations Process Mapping |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 0.5-5 Tage | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 4-10 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessOperationsImprovement | LeanFlowWasteDelivery | LeanContinuous improvementOperations | OperationsConstraintsFlowImprovement |