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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Engineering Kanban |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-120 min | 1-3 h | Half day | Ongoing |
Participantsdifferent | 2-8 | 4-10 | 3-12 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | FlowVisual managementDelivery |