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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Business Strategy GAP Analysis |  Product Strategy Impact 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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning |