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| Criterion |  Delivery Value Stream Mapping |  Operations RACI Matrix |  Operations Gemba Walk |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 90-180 min |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | RACI Matrix, Responsibility Map, Decision Notes | Observation Notes, Improvement Ideas | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanFlowWasteDelivery | RolesResponsibilityGovernanceOperations | LeanObservationProcessOperations | DecisionGovernanceAlignmentResponsibility |