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| Criterion |  Agile Story Splitting |  Operations Gemba Walk |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 2-6 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BacklogIterationDelivery | LeanObservationProcessOperations | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations |