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| Criterion |  Operations Kepner-Tregoe |  Delivery Value Stream Mapping |  Delivery Cost of Delay |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | High | Medium | High | Low |
Timedifferent | 2-8 h | 1-3 h | 90-180 min | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Current-state map, Future-state map, Bottleneck list | CoD Table, Prioritization Sequence | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | LeanFlowWasteDelivery | PrioritizationDeliveryEconomicsDecision | Root causeIncidentLeanProblem solving |