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| Criterion |  Decision Making PERT Estimation |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-45 min | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 1-8 | 4-10 | 2-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationUncertaintyRisk | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | RiskQualityOperationsRoot cause |