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| Criterion |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations Fishbone Diagram |  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. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 15-30 min |
Participantsdifferent | 1-5 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | Fishbone Diagram, Cause Categories, Investigation Backlog | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | Root causeQualityOperations | Root causeIncidentLeanProblem solving |