View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Delivery Value Stream Mapping |  Operations Failure Mode and Effects Analysis |  Operations Waste 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. | 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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 | 45-120 min | 15-30 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | FMEA Table, Risk Priority, Mitigation Actions | Waste Map, Prioritized Waste, Improvement Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | RiskQualityOperationsRoot cause | WasteLeanProcess improvement | Root causeIncidentLeanProblem solving |