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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Operations ABC Analysis |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 3-10 | 4-10 | 4-10 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio |