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| Criterion |  Operations Time Blocking |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | 15-30 min Planung, laufend | 1-3 h | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 1 | 4-10 | 2-6 | 4-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PlanningTime managementFocus | LeanFlowWasteDelivery | LeanObservationProcessOperations | LeanContinuous improvementOperations |