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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Causal Loop Diagram |  Operations 5 Whys |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-3 h | 15-30 min | 2-6 h |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | LeanFlowWasteDelivery | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving | CausalityIncidentRoot causeTimeline |