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| Criterion |  Delivery Value Stream Mapping |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|
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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min |
Participantsdifferent | 4-10 | 4-12 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LeanFlowWasteDelivery | FacilitationOptionsDecision | DecisionTreeOptions |
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