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| Criterion |  Operations Waste Analysis |  Systems Thinking Systems Mapping |  Systems Thinking Intervention 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. | 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. | 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. | 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 | 1-3 h | 1-5 Tage | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | LeanFlowWasteDelivery |