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| Criterion |  Operations Bottleneck Analysis |  Operations Waste Analysis |  Operations Gemba Walk |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-120 min | 30-120 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowMeasurementConstraints | WasteLeanProcess improvement | LeanObservationProcessOperations | LeanFlowWasteDelivery |