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| Criterion |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Operations Weekly Review |  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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 4-10 | 2-5 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Updated Task System, Weekly Focus, Next Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | ProductivityExecutionPlanning | Root causeIncidentLeanProblem solving |