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| Criterion |  Agile Story Splitting |  Delivery Value Stream Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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 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. | 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 | Medium | Low | Medium |
Timedifferent | 30-60 min | 1-3 h | 15-30 min | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BacklogIterationDelivery | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |