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| Criterion |  Operations 5 Whys |  Delivery Value Stream Mapping |  Operations Family Tree Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 15-30 min | 1-3 h | 2-4 h | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list | Family Tree Diagram, Pattern Notes, Systemic Measures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery | Root causePatternsIncidentSystemic | LeanProblem solvingCoachingOperations |