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| Criterion |  Operations Waste Analysis |  Decision Making Force Field Analysis |  Delivery Value Stream Mapping |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 45-120 min | 45-90 min | 1-3 h | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | Current-state map, Future-state map, Bottleneck list | CoD Table, Prioritization Sequence |
Tagsno overlap | WasteLeanProcess improvement | ChangeDecisionStrategy | LeanFlowWasteDelivery | PrioritizationDeliveryEconomicsDecision |