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| Criterion |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Architecture Architecture Decision Record |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 15-45 min | 0.5-5 Tage |
Participantsdifferent | 4-10 | 2-5 | 1-3 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | ADR File, Decision Log, Rationale | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | ArchitectureRationaleDocumentationGovernance | LeanContinuous improvementOperations |