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| Criterion |  Operations Bottleneck Analysis |  Operations 8D Problem Solving |  Delivery Value Stream Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1-6 Wochen | 1-3 h | 2-6 h |
Participantsdifferent | 3-8 | 4-10 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Current-state map, Future-state map, Bottleneck list | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | QualityProblem solvingRoot cause | LeanFlowWasteDelivery | Systems thinkingRoot causeConstraintsCausality |