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| Criterion |  Operations Waste Analysis |  Operations DMAIC |  Operations Standard Work Analysis |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | Medium |
Timedifferent | 45-120 min | 2-12 Wochen | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | Continuous improvementQualityProcess improvement | LeanProcessQuality | LeanFlowWasteDelivery |