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| Criterion |  Operations Waste Analysis |  Operations Kaizen Event |  Delivery Value Stream Mapping |  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. | 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. | 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 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 | Medium | Medium | High |
Timedifferent | 45-120 min | 0.5-5 Tage | 1-3 h | 2-12 Wochen |
Participantsdifferent | 2-8 | 4-10 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | WasteLeanProcess improvement | LeanContinuous improvementOperations | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement |