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| Criterion |  Operations Time Blocking |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 | Low | Medium | Medium | Low |
Timedifferent | 15-30 min Planung, laufend | 1-3 h | 45-90 min | 30-120 min |
Participantsdifferent | 1 | 4-10 | 2-5 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | PlanningTime managementFocus | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |