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| Criterion |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations ABC Analysis |  Engineering Kanban |
|---|---|---|---|---|
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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-120 min | 30-60 min | Ongoing |
Participantsdifferent | 4-10 | 2-6 | 1-5 | 2-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | FlowVisual managementDelivery |