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| Criterion |  Delivery Value Stream Mapping |  Operations 5 Whys |  Systems Thinking Current Reality Tree |
|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 1-3 h | 15-30 min | 2-6 h |
Participantsdifferent | 4-10 | 2-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | Systems thinkingRoot causeConstraintsCausality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
