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| Criterion |  Delivery Value Stream Mapping |  Operations 5 Whys |  Delivery Cost of Delay |  Agile WSJF |
|---|---|---|---|---|
Purposedifferent | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 h | 15-30 min | 90-180 min | 45-90 min |
Participantsdifferent | 4-10 | 2-6 | 3-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | CoD Table, Prioritization Sequence | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | PrioritizationDeliveryEconomicsDecision | LeanEconomicsSequencePrioritization |