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| Criterion |  Delivery Value Stream Mapping |  Operations DMAIC |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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 process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 2-12 Wochen | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 4-10 | 3-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations | LeanContinuous improvementOperations |