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| Criterion |  Operations Waste Analysis |  Knowledge Modeling Knowledge Mapping |  Delivery Value Stream Mapping |  Knowledge Modeling Concept 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Current-state map, Future-state map, Bottleneck list | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | WasteLeanProcess improvement | KnowledgeMappingRisk | LeanFlowWasteDelivery | KnowledgeConceptsMappingSensemaking |