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| Criterion |  Delivery Value Stream Mapping |  Operations Standard Work Analysis |  Operations A3 Problem Solving |  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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | 45-90 min | 15-30 min |
Participantsdifferent | 4-10 | 2-6 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tags1 shared | LeanFlowWasteDelivery | LeanProcessQuality | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |