View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Waste Analysis |  Engineering Kanban |  Operations Kaizen Event |  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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-120 min | Ongoing | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 2-8 | 2-12 | 4-10 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | FlowVisual managementDelivery | LeanContinuous improvementOperations | LeanFlowWasteDelivery |