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| Criterion |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations 8D Problem Solving |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 1-3 h | 1-6 Wochen | 45-90 min |
Participantsdifferent | 1-5 | 4-10 | 4-10 | 2-5 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | QualityProblem solvingRoot cause | LeanProblem solvingCoachingOperations |