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| Criterion |  Operations ABC Analysis |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 1-5 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |