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| Criterion |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Decision Making Decision Matrix |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-120 min | 45-90 min |
Participantsdifferent | 4-10 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanFlowWasteDelivery | LeanObservationProcessOperations | DecisionCriteriaScoringTradeoffs |
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