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| Criterion |  Delivery Value Stream Mapping |  Innovation Lean Startup |  Systems Thinking Future Reality Tree |  Engineering Kanban |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 2-4 h | Ongoing |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | LeanStartupValidationMVP | Theory of ConstraintsSystems thinkingChange | FlowVisual managementDelivery |