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| Criterion |  Operations Waste Analysis |  Operations A3 Problem Solving |  Facilitation Stakeholder Mapping |
|---|---|---|---|
Purposedifferent | 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-120 min | 45-90 min | 60–90 min |
Participantsdifferent | 2-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | LeanProblem solvingCoachingOperations | StakeholdersAlignmentFacilitationChange |
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