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| Criterion |  Delivery Value Stream Mapping |  Operations Gemba Walk |  Operations Failure Mode and Effects Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 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 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-120 min | 2-6 h | 30-60 min |
Participantsdifferent | 4-10 | 2-6 | 3-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | LeanFlowWasteDelivery | LeanObservationProcessOperations | RiskQualityOperationsRoot cause | Root causeQualityOperations |