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| Criterion |  Operations PDCA Cycle |  Operations 5 Whys |  Delivery Value Stream Mapping |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 15-30 min | 1-3 h | 2-4 h |
Participantsdifferent | 1-8 | 2-6 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Continuous improvementLeanExperiments | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery | Root causeSafetyIncident |