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| Criterion |  Business Strategy Balanced Scorecard |  Engineering Kanban |  Delivery Value Stream Mapping |  Operations Waste Analysis |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | Ongoing | 1-3 h | 45-120 min |
Participantsdifferent | 4-12 | 2-12 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | StrategyMetricsExecution | FlowVisual managementDelivery | LeanFlowWasteDelivery | WasteLeanProcess improvement |