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| Criterion |  Operations Visual Management |  Delivery Value Stream Mapping |  Operations Theory of Constraints |  Operations After-Action Review |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 1-3 h | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 1-20 | 4-10 | 3-12 | 3-12 |
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 | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |