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| Criterion |  Operations Waste Analysis |  Operations Time Blocking |  Delivery Value Stream Mapping |  Engineering Kanban |
|---|---|---|---|---|
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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 15-30 min Planung, laufend | 1-3 h | Ongoing |
Participantsdifferent | 2-8 | 1 | 4-10 | 2-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Blocked Calendar, Capacity View, Focus Plan | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | WasteLeanProcess improvement | PlanningTime managementFocus | LeanFlowWasteDelivery | FlowVisual managementDelivery |