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