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| Criterion |  Operations Process Mapping |  Delivery Value Stream Mapping |  Operations Theory of Constraints |
|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessOperationsImprovement | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
