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| Criterion |  Delivery Value Stream Mapping |  Operations Weekly Review |  Operations 5 Whys |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 15-30 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-10 | 1 | 2-6 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Updated Task System, Weekly Focus, Next Actions | Root cause notes, Countermeasures | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanFlowWasteDelivery | ProductivityExecutionPlanning | Root causeIncidentLeanProblem solving | ProductivityPlanningTasksExecution |