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| Criterion |  Delivery Value Stream Mapping |  Operations PDCA Cycle |  Engineering Kanban |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | Ongoing | 15-30 min |
Participantsdifferent | 4-10 | 1-8 | 2-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | Continuous improvementLeanExperiments | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving |