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| Criterion |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Operations Causal Factor Analysis |  Operations Family Tree 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 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-120 min | 2-6 h | 2-4 h |
Participantsdifferent | 4-10 | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | LeanFlowWasteDelivery | WasteLeanProcess improvement | CausalityIncidentRoot causeTimeline | Root causePatternsIncidentSystemic |