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| Criterion |  Operations Waste Analysis |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 30-60 min | 1-3 h | 30-120 min |
Participantsdifferent | 2-8 | 1-5 | 4-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | LeanObservationProcessOperations |