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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Business Strategy TOWS Matrix |
|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 1-2 h |
Participantsdifferent | 2-8 | 4-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | StrategyAnalysisOptions |
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