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| Criterion |  Delivery Value Stream Mapping |  Operations DMAIC |  Agile NoEstimates |  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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 | Medium | Medium |
Timedifferent | 1-3 h | 2-12 Wochen | laufend | 0.5-5 Tage |
Participantsdifferent | 4-10 | 3-10 | 2-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Throughput Data, Flow Forecast, Slicing Rules | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement | EstimationForecastingFlow | LeanContinuous improvementOperations |