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| Criterion |  Operations Waste Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | High | Medium | Medium |
Timedifferent | 45-120 min | 1-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | LeanFlowWasteDelivery |