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| Criterion |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Delivery Cost of Delay |  Engineering Kanban |
|---|---|---|---|---|
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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-120 min | 90-180 min | Ongoing |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | CoD Table, Prioritization Sequence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | WasteLeanProcess improvement | PrioritizationDeliveryEconomicsDecision | FlowVisual managementDelivery |