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| Criterion |  Delivery Value Stream Mapping |  Operations ABC Analysis |  Engineering Kanban |  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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 | Ongoing | 90-180 min |
Participantsdifferent | 4-10 | 1-5 | 2-12 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanFlowWasteDelivery | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision |