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| Criterion |  Delivery Value Stream Mapping |  Operations Process Mapping |  Operations Fishbone Diagram |  Operations Standard Work Analysis |
|---|---|---|---|---|
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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 30-60 min | 1-3 h |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Process Map, Handoff List, Improvement Backlog | Fishbone Diagram, Cause Categories, Investigation Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanFlowWasteDelivery | ProcessOperationsImprovement | Root causeQualityOperations | LeanProcessQuality |