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| Criterion |  Operations Standard Work Analysis |  Delivery Value Stream Mapping |  Decision Making Three-Point Estimation |  Engineering Kanban |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 10-30 min je Item | Ongoing |
Participantsdifferent | 2-6 | 4-10 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Current-state map, Future-state map, Bottleneck list | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanProcessQuality | LeanFlowWasteDelivery | EstimationUncertaintyForecasting | FlowVisual managementDelivery |