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| Criterion |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations ABC Analysis |  Operations Kaizen Event |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-120 min | 30-60 min | 0.5-5 Tage |
Participantsdifferent | 4-10 | 2-6 | 1-5 | 4-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanFlowWasteDelivery | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations |