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| Criterion |  Delivery Value Stream Mapping |  Operations PDCA Cycle |  Operations DMAIC |  Engineering Kanban |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | 2-12 Wochen | Ongoing |
Participantsdifferent | 4-10 | 1-8 | 3-10 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | Continuous improvementLeanExperiments | Continuous improvementQualityProcess improvement | FlowVisual managementDelivery |