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| Criterion |  Delivery Value Stream Mapping |  Operations ALPEN Method |  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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | 10-20 min daily | 15-30 min | 2-8 h |
Participantsdifferent | 4-10 | 1 | 2-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanFlowWasteDelivery | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |