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| Criterion |  Operations Visual Management |  Delivery Value Stream Mapping |  Operations Theory of Constraints |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | Ongoing | 1-3 h | 2-4 h Analyse, laufend | 45-90 min |
Participantsdifferent | 1-20 | 4-10 | 3-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Current-state map, Future-state map, Bottleneck list | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations |