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| Criterion |  Delivery Value Stream Mapping |  Operations PDCA Cycle |  Operations Waste Analysis |  Operations Kaizen Event |
|---|---|---|---|---|
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 that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | 45-120 min | 0.5-5 Tage |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Waste Map, Prioritized Waste, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | LeanFlowWasteDelivery | Continuous improvementLeanExperiments | WasteLeanProcess improvement | LeanContinuous improvementOperations |