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| Criterion |  Delivery Value Stream Mapping |  Facilitation Consensus Workshop |  Operations 5 Whys |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 15-30 min | 60-90 min |
Participantsdifferent | 4-10 | 5-30 | 2-6 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Consensus Clusters, Theme Titles, Priority Areas | Root cause notes, Countermeasures | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanFlowWasteDelivery | FacilitationConsensusWorkshopAlignment | Root causeIncidentLeanProblem solving | FacilitationDecisionProblem solvingWorkshop |