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| Criterion |  Operations Waste Analysis |  Operations DMAIC |  Operations PDCA Cycle |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-120 min | 2-12 Wochen | 1 h bis mehrere Wochen | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Project Charter, Measurement Plan, Cause Analysis, Control Plan | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Root cause notes, Countermeasures |
Tagsno overlap | WasteLeanProcess improvement | Continuous improvementQualityProcess improvement | Continuous improvementLeanExperiments | Root causeIncidentLeanProblem solving |