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| Criterion |  Operations Waste Analysis |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |  Delivery Value Stream 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-120 min | 2-6 h | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints | LeanFlowWasteDelivery |