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| Criterion |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Delivery Cost of Delay |  Operations Gemba Walk |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 1-3 h | 90-180 min | 30-120 min |
Participantsdifferent | 1-5 | 4-10 | 3-8 | 2-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | CoD Table, Prioritization Sequence | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | PrioritizationDeliveryEconomicsDecision | LeanObservationProcessOperations |