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| Criterion |  Operations Waste Analysis |  Decision Making Decision Matrix |  Delivery Value Stream Mapping |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-120 min | 45-90 min | 1-3 h | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Decision Matrix, Scoring Rationale, Selected Option | Current-state map, Future-state map, Bottleneck list | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | WasteLeanProcess improvement | DecisionCriteriaScoringTradeoffs | LeanFlowWasteDelivery | TradeoffsDecisionCriteriaOptions |