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| Criterion |  Delivery Value Stream Mapping |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Low |
Timedifferent | 1-3 h | 2-6 h | 30-120 min | 15-30 min |
Participantsdifferent | 4-10 | 3-10 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | RiskQualityOperationsRoot cause | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |