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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | Ongoing | 0.5-3 Tage | 60-120 min |
Participantsdifferent | 4-10 | 2-12 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | Theory of ConstraintsConstraintsSystems thinkingCausality | Theory of ConstraintsAssumptionsSystems thinking |