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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Operations Root Cause Analysis |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-4 h | 45-90 min |
Participantsdifferent | 4-10 | 1-6 | 3-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | Root causeProblem solvingQualityIncident | LeanProblem solvingCoachingOperations |