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| Criterion |  Operations Waste Analysis |  Operations Time Blocking |  Delivery Value Stream Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 15-30 min Planung, laufend | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1 | 4-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Blocked Calendar, Capacity View, Focus Plan | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | WasteLeanProcess improvement | PlanningTime managementFocus | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning |