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| Criterion |  Operations 5 Whys |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-30 min | 1-3 h | 45-90 min | 1-4 h |
Participantsdifferent | 2-6 | 4-10 | 2-5 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | Root causeProblem solvingQualityIncident |