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| Criterion |  Delivery Value Stream Mapping |  Operations Time Blocking |  Operations Kaizen Event |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 15-30 min Planung, laufend | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 4-10 | 1 | 4-10 | 2-5 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Blocked Calendar, Capacity View, Focus Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanFlowWasteDelivery | PlanningTime managementFocus | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |