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| Criterion |  Operations Waste Analysis |  Operations PDCA Cycle |  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. | 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. | 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 | 1 h bis mehrere Wochen | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-8 | 1-8 | 4-10 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | WasteLeanProcess improvement | Continuous improvementLeanExperiments | LeanFlowWasteDelivery | LeanContinuous improvementOperations |