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| Criterion |  Operations Waste Analysis |  Decision Making Decision Tree |  Delivery Value Stream Mapping |  Decision Making Constraint 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 30-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 2-8 | 1-6 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Decision Tree, Option Map, Assumption List | Current-state map, Future-state map, Bottleneck list | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | WasteLeanProcess improvement | DecisionTreeOptions | LeanFlowWasteDelivery | ConstraintsDecisionPlanningOptions |