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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Operations ALPEN Method |  Operations Gemba Walk |
|---|---|---|---|---|
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 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-120 min | 1-3 h | 10-20 min daily | 30-120 min |
Participantsdifferent | 2-8 | 4-10 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | PlanningTime managementProductivityOperations | LeanObservationProcessOperations |