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| Criterion |  Delivery Value Stream Mapping |  Operations ABC Analysis |  Operations 5 Whys |  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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | 30-60 min | 15-30 min | 2-8 h |
Participantsdifferent | 4-10 | 1-5 | 2-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | ABC Classification, Focus Rules, Control List | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanFlowWasteDelivery | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |