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| Criterion |  Delivery Value Stream Mapping |  Operations 5 Whys |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 h | 15-30 min | 2-6 h | 1-6 Wochen |
Participantsdifferent | 4-10 | 2-6 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause |