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| Criterion |  Operations Waste Analysis |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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 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 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 | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 30-60 min | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-8 | 1-5 | 4-10 | 4-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | WasteLeanProcess improvement | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | LeanContinuous improvementOperations |