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| Criterion |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 4-10 | 4-10 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | 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 | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | LeanFlowWasteDelivery | LeanContinuous improvementOperations | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |