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| Criterion |  Operations Waste Analysis |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | 1-3 h | 1-2 h | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking | LeanFlowWasteDelivery |