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| Criterion |  Delivery Value Stream Mapping |  Operations Process Mapping |  Operations Standard Work Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | 1-3 h | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Process Map, Handoff List, Improvement Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanFlowWasteDelivery | ProcessOperationsImprovement | LeanProcessQuality | LeanObservationProcessOperations |