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| Criterion |  Operations Theory of Constraints |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 1-3 h | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 3-12 | 4-10 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | LeanFlowWasteDelivery | LeanContinuous improvementOperations | FlowMeasurementConstraints |