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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Decision Making Trade-off Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 45-120 min | 30-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | TradeoffsDecisionCriteriaOptions | ConstraintsDecisionPlanningOptions |