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| Criterion |  Operations Standard Work Analysis |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 30-120 min | 30-60 min |
Participantsdifferent | 2-6 | 4-10 | 2-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | LeanProcessQuality | LeanFlowWasteDelivery | LeanObservationProcessOperations | Root causeQualityOperations |