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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 |
Timedifferent | 1-3 h | Half day | 15-30 min |
Participantsdifferent | 4-10 | 3-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving |
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