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| Criterion |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Decision Making Constraint Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 30-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-5 | 4-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | ConstraintsDecisionPlanningOptions | OperationsConstraintsFlowImprovement |