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| Criterion |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Operations Family Tree 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. | 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 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. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 45-120 min | 2-4 h | 15-30 min |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Family Tree Diagram, Pattern Notes, Systemic Measures | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | WasteLeanProcess improvement | Root causePatternsIncidentSystemic | Root causeIncidentLeanProblem solving |