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| Criterion |  Operations Waste Analysis |  Operations Standard Work Analysis |  Operations Gemba Walk |  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. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | High |
Timedifferent | 45-120 min | 1-3 h | 30-120 min | 2-12 Wochen |
Participantsdifferent | 2-8 | 2-6 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Observation Notes, Improvement Ideas | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | WasteLeanProcess improvement | LeanProcessQuality | LeanObservationProcessOperations | Continuous improvementQualityProcess improvement |