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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-120 min | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 2-8 | 4-10 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |