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| Criterion |  Delivery Value Stream Mapping |  Operations Standard Work Analysis |  Operations Failure Mode and Effects Analysis |  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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | Low |
Timedifferent | 1-3 h | 1-3 h | 2-6 h | 15-30 min |
Participantsdifferent | 4-10 | 2-6 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | LeanProcessQuality | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |