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| Criterion |  Operations Change Analysis |  Delivery Value Stream Mapping |  Operations Root Cause Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 1-4 h | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 3-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current-state map, Future-state map, Bottleneck list | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanFlowWasteDelivery | Root causeProblem solvingQualityIncident | LeanProblem solvingCoachingOperations |