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| Criterion |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | Ongoing | 15-30 min |
Participantsdifferent | 2-5 | 4-10 | 2-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving |