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| Criterion |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Delivery Cost of Delay |  Operations Gemba Walk |
|---|---|---|---|---|
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 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 90-180 min | 30-120 min |
Participantsdifferent | 4-10 | 4-10 | 3-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | CoD Table, Prioritization Sequence | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanFlowWasteDelivery | LeanContinuous improvementOperations | PrioritizationDeliveryEconomicsDecision | LeanObservationProcessOperations |