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| Criterion |  Operations Time Blocking |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 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 | Low | Medium | Medium | Low |
Timedifferent | 15-30 min Planung, laufend | 1-3 h | 45-90 min | 15-30 min |
Participantsdifferent | 1 | 4-10 | 2-5 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | PlanningTime managementFocus | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |