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| Criterion |  Operations Waste Analysis |  Operations ABC Analysis |  Operations Standard Work Analysis |  Operations DMAIC |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 45-120 min | 30-60 min | 1-3 h | 2-12 Wochen |
Participantsdifferent | 2-8 | 1-5 | 2-6 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | ABC Classification, Focus Rules, Control List | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | WasteLeanProcess improvement | PrioritizationOperationsPortfolio | LeanProcessQuality | Continuous improvementQualityProcess improvement |