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| Criterion |  Operations Waste Analysis |  Decision Making Decision Matrix |  Delivery Cost of Delay |  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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | Medium | High | Medium |
Timedifferent | 45-120 min | 45-90 min | 90-180 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Decision Matrix, Scoring Rationale, Selected Option | CoD Table, Prioritization Sequence | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | DecisionCriteriaScoringTradeoffs | PrioritizationDeliveryEconomicsDecision | LeanFlowWasteDelivery |