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| Criterion |  Decision Making Three-Point Estimation |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 1-3 h | 45-90 min | 30-120 min |
Participantsdifferent | 1-8 | 4-10 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | EstimationUncertaintyForecasting | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |