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| Criterion |  Operations Theory of Constraints |  Operations Gemba Walk |  Delivery Value Stream Mapping |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 30-120 min | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations | LeanFlowWasteDelivery | ProcessOperationsImprovement |