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| Criterion |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations Kaizen Event |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 4-10 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures |
Tags1 shared | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving |