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| Criterion |  Delivery Value Stream Mapping |  Operations 5 Whys |  Agile WSJF |  Operations A3 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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 15-30 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-10 | 2-6 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | Ranked Backlog, Cost-of-Delay Assumptions | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | LeanEconomicsSequencePrioritization | LeanProblem solvingCoachingOperations |