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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Current Reality Tree |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 2-6 h | 1-4 h | 15-30 min |
Participantsdifferent | 4-10 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Current Reality Tree, Core Problems, Intervention Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingRoot causeConstraintsCausality | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |