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| Criterion |  Decision Making Option Framing |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 45-120 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | OptionsDecision framingStrategyComparison | WasteLeanProcess improvement | LeanFlowWasteDelivery | StrategyAnalysisOptions |