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| Criterion |  Operations ABC Analysis |  Operations Gemba Walk |  Delivery Value Stream Mapping |
|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-60 min | 30-120 min | 1-3 h |
Participantsdifferent | 1-5 | 2-6 | 4-10 |
Formatdifferent | Async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | LeanFlowWasteDelivery |
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