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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Causal Loop Diagram |  Operations 5 Whys |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
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 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanFlowWasteDelivery | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving | Systems thinkingRoot causeConstraintsCausality |