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| Criterion |  Delivery Value Stream Mapping |  Operations DMAIC |  Operations Root Cause Tree Analysis |  Operations Waste Analysis |
|---|---|---|---|---|
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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 2-12 Wochen | 1-3 h | 45-120 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Cause Tree, Evidence Notes, Countermeasures | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement | Root causeTreeIncidentQuality | WasteLeanProcess improvement |