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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  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. | 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. | 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 | High | Low |
Timedifferent | 1-3 h | Half day | 2-6 h | 15-30 min |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |