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| Criterion |  Delivery Value Stream Mapping |  Operations Process Mapping |  Operations A3 Problem Solving |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 4-10 | 3-10 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanFlowWasteDelivery | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | OperationsConstraintsFlowImprovement |