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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations Kepner-Tregoe |  Delivery Cost of Delay |
|---|---|---|---|---|
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 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | Ongoing | 2-8 h | 90-180 min |
Participantsdifferent | 4-10 | 2-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Problem Analysis, Decision Analysis, Risk Plan | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | Problem solvingRoot causeDecisionOperations | PrioritizationDeliveryEconomicsDecision |