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| Criterion |  Delivery Value Stream Mapping |  Operations After-Action Review |  Operations Process Mapping |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 20-45 min | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanFlowWasteDelivery | LearningOperationsImprovement | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement |