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| Criterion |  Delivery Value Stream Mapping |  Decision Making Trade-off Analysis |  Operations Bottleneck Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanFlowWasteDelivery | TradeoffsDecisionCriteriaOptions | FlowMeasurementConstraints | DecisionCriteriaScoringTradeoffs |