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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Operations DMAIC |  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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 45-120 min | 1-3 h | 2-12 Wochen | Ongoing |
Participantsdifferent | 2-8 | 4-10 | 3-10 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement | FlowVisual managementDelivery |