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| Criterion |  Delivery Value Stream Mapping |  Operations Root Cause Tree Analysis |  Operations Waste Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 45-120 min | 2-4 h |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Cause Tree, Evidence Notes, Countermeasures | Waste Map, Prioritized Waste, Improvement Backlog | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | LeanFlowWasteDelivery | Root causeTreeIncidentQuality | WasteLeanProcess improvement | Root causeSafetyIncident |