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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Iceberg Model |  Operations Bottleneck Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 1-3 h | 2-6 h |
Participantsdifferent | 4-10 | 2-10 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingRoot causePatterns | FlowMeasurementConstraints | Systems thinkingRoot causeConstraintsCausality |