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| Criterion |  Delivery Value Stream Mapping |  Delivery Communication Plan |  Systems Thinking Current Reality Tree |  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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | 15-30 min |
Participantsdifferent | 4-10 | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |