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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 60-90 min |
Participantsdifferent | 2-8 | 4-10 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Salience Diagram, Strategy per Class |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | StakeholdersFacilitationAlignmentGovernance |
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