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| Criterion |  Delivery Value Stream Mapping |  Delivery Shape Up |  Operations Kaizen Event |  Delivery Communication Plan |
|---|---|---|---|---|
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. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 6 Wochen Cycle + 2 Wochen Cool-Down | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 4-10 | 2-4 pro Pitch | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanFlowWasteDelivery | PlanningDeliveryAutonomy | LeanContinuous improvementOperations | CommunicationStakeholdersDeliveryPlanning |