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| Criterion |  Delivery Value Stream Mapping |  Operations 5 Whys |  Facilitation Decision Jam |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | 15-30 min | 60-90 min | 2-8 h |
Participantsdifferent | 4-10 | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | Problem Cluster, Prioritized Challenge, Experiment | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | FacilitationDecisionProblem solvingWorkshop | Problem solvingRoot causeDecisionOperations |