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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Operations Kaizen Event |  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 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. | 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 | Medium | High |
Timedifferent | 45-120 min | 1-3 h | 0.5-5 Tage | 2-12 Wochen |
Participantsdifferent | 2-8 | 4-10 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement |