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| Criterion |  Delivery Value Stream Mapping |  Growth Growth Experiment |  Engineering Kanban |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | When growth ideas surface quickly, the temptation to build immediately instead of learning is high. A Growth Experiment frames an assumption so target group, lever, and measurement are clear before the first deployment. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 Wochen | Ongoing | 1 h bis mehrere Wochen |
Participantsdifferent | 4-10 | 1-6 | 2-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Experiment card, Result summary, Next bet | Kanban board, WIP policies, Flow metrics | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LeanFlowWasteDelivery | MarketingGrowthExperimentsLearning | FlowVisual managementDelivery | Continuous improvementLeanExperiments |