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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Agile Ideal Days |
|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 15-60 min |
Participantsdifferent | 2-8 | 4-10 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | EstimationEffortAgile |
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