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| Criterion |  Delivery Value Stream Mapping |  Operations ABC Analysis |  Operations Kaizen Event |  Delivery Cost of Delay |
|---|---|---|---|---|
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 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 0.5-5 Tage | 90-180 min |
Participantsdifferent | 4-10 | 1-5 | 4-10 | 3-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanFlowWasteDelivery | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | PrioritizationDeliveryEconomicsDecision |