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| Criterion |  Delivery Value Stream Mapping |  Operations Process Mapping |  Operations Theory of Constraints |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 1-3 h | 2-4 h Analyse, laufend | 45-90 min |
Participantsdifferent | 4-10 | 3-10 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanFlowWasteDelivery | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations |