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| Criterion |  Operations Waste Analysis |  Operations Getting Things Done |  Delivery Value Stream Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 1-2 h Setup, laufend | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1 | 4-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Action Lists, Project List, Review Routine | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | WasteLeanProcess improvement | ProductivityPlanningTasksExecution | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning |