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| Criterion |  Delivery Value Stream Mapping |  Delivery Communication Plan |  Systems Thinking Current Reality Tree |  Operations Bottleneck 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. | 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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 4-10 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Communication Plan, Channel Matrix, Message Cadence | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | LeanFlowWasteDelivery | CommunicationStakeholdersDeliveryPlanning | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |