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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|
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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 20–45 min |
Participantsdifferent | 2-8 | 4-10 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | RiskDecisionFailurePlanning |
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