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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Decision Making PERT Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 15-45 min | Ongoing |
Participantsdifferent | 2-8 | 4-10 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | EstimationUncertaintyRisk | FlowVisual managementDelivery |