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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 1-3 h | Half day | 1-3 h |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |