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| Criterion |  Delivery Value Stream Mapping |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | Medium |
Timedifferent | 1-3 h | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 4-10 | 3-10 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanFlowWasteDelivery | ProcessOperationsImprovement | RiskQualityOperationsRoot cause | LeanProcessQuality |