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| Criterion |  Operations Waste Analysis |  Agile NoEstimates |  Systems Thinking Leverage Points |  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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Medium |
Timedifferent | 45-120 min | laufend | Half day | 1-3 h |
Participantsdifferent | 2-8 | 2-12 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | EstimationForecastingFlow | Systems thinkingChangeStrategy | LeanFlowWasteDelivery |