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| Criterion |  Operations Waste Analysis |  Operations ALPEN Method |  Delivery Value Stream Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 10-20 min daily | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1 | 4-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | WasteLeanProcess improvement | PlanningTime managementProductivityOperations | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning |