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| Criterion |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 1-3 h | 30-120 min | 90-180 min |
Participantsdifferent | 1-5 | 4-10 | 2-6 | 3-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | CoD Table, Prioritization Sequence |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | LeanObservationProcessOperations | PrioritizationDeliveryEconomicsDecision |