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| Criterion |  Operations Standard Work Analysis |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 2-6 | 4-10 | 4-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanProcessQuality | LeanFlowWasteDelivery | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause |