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| Criterion |  Decision Making PERT Estimation |  Operations 5 Whys |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-45 min | 15-30 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-8 | 2-6 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationUncertaintyRisk | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations |