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| Criterion |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Operations Getting Things Done |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 4-10 | 4-10 | 1 | 2-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanFlowWasteDelivery | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations |