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| Criterion |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations ALPEN Method |  Delivery Communication Plan |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 4-10 | 2-5 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations | CommunicationStakeholdersDeliveryPlanning |