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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |  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 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. | 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 | High | Medium | High |
Timedifferent | 1-3 h | 2-6 h | 1-3 h | 2-6 h |
Participantsdifferent | 4-10 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints | CausalityIncidentRoot causeTimeline |