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| Criterion |  Delivery Value Stream Mapping |  Agile WSJF |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 30-60 min |
Participantsdifferent | 4-10 | 3-10 | 2-6 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |