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| Criterion |  Delivery Value Stream Mapping |  Knowledge Modeling Knowledge Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 15-30 min | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanFlowWasteDelivery | KnowledgeMappingRisk | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |