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| Criterion |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations ALPEN Method |  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 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 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 | 10-20 min daily | 0.5-5 Tage |
Participantsdifferent | 4-10 | 2-6 | 1 | 4-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanFlowWasteDelivery | LeanObservationProcessOperations | PlanningTime managementProductivityOperations | LeanContinuous improvementOperations |