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| Criterion |  Operations Visual Management |  Operations PDCA Cycle |  Engineering Kanban |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 1 h bis mehrere Wochen | Ongoing | 1-3 h |
Participantsdifferent | 1-20 | 1-8 | 2-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | SignalsOperationsVisual management | Continuous improvementLeanExperiments | FlowVisual managementDelivery | LeanFlowWasteDelivery |