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| Criterion |  Delivery Value Stream Mapping |  Operations Time Blocking |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 15-30 min Planung, laufend | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 4-10 | 1 | 4-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Blocked Calendar, Capacity View, Focus Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | LeanFlowWasteDelivery | PlanningTime managementFocus | LeanContinuous improvementOperations | CommunicationStakeholdersDeliveryPlanning |