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| Criterion |  Delivery Value Stream Mapping |  Operations ABC Analysis |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 45-90 min | 30-120 min |
Participantsdifferent | 4-10 | 1-5 | 2-5 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanFlowWasteDelivery | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |