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| Criterion |  Operations Bottleneck Analysis |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 1-3 h | 30-120 min |
Participantsdifferent | 3-8 | 1-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | LeanObservationProcessOperations |