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| Criterion |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Decision Making Wideband Delphi |  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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | 1-4 h or multiple rounds | Ongoing |
Participantsdifferent | 4-10 | 2-8 | 4-12 Experten | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Estimate Range, Assumption Log, Expert Consensus Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | WasteLeanProcess improvement | EstimationExpertsForecasting | FlowVisual managementDelivery |