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| Criterion |  Delivery Value Stream Mapping |  Operations ALPEN Method |  Operations Bottleneck Analysis |  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. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 | 10-20 min daily | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 4-10 | 1 | 3-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Daily Plan, Time Estimates, Review Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanFlowWasteDelivery | PlanningTime managementProductivityOperations | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement |