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| Criterion |  Delivery Value Stream Mapping |  Innovation Lean Startup |  Operations Kaizen Event |
|---|---|---|---|
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. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 0.5-5 Tage |
Participantsdifferent | 4-10 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | LeanFlowWasteDelivery | LeanStartupValidationMVP | LeanContinuous improvementOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
