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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Operations ABC Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 4-10 | 1-5 | 2-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations |