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| Criterion |  Operations Waste Analysis |  Systems Thinking Evaporating Cloud |  Product Strategy Lean Canvas |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Medium |
Timedifferent | 45-120 min | 60-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | Theory of ConstraintsAssumptionsSystems thinking | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery |