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| Criterion |  Delivery Value Stream Mapping |  Decision Making Decision Matrix |  Decision Making Decision Tree |  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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 90-180 min |
Participantsdifferent | 4-10 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Decision Matrix, Scoring Rationale, Selected Option | Decision Tree, Option Map, Assumption List | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanFlowWasteDelivery | DecisionCriteriaScoringTradeoffs | DecisionTreeOptions | PrioritizationDeliveryEconomicsDecision |