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| Criterion |  Operations Gemba Walk |  Delivery Value Stream Mapping |  Operations Getting Things Done |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-3 h | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list | Action Lists, Project List, Review Routine | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanObservationProcessOperations | LeanFlowWasteDelivery | ProductivityPlanningTasksExecution | CommunicationStakeholdersDeliveryPlanning |