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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 45-120 min | 1-3 h | 45-90 min | 1-4 Wochen |
Participantsdifferent | 2-8 | 4-10 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |