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| Criterion |  Delivery Value Stream Mapping |  Agile WSJF |  Decision Making Pareto 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 4-10 | 3-10 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Ranked Backlog, Cost-of-Delay Assumptions | Pareto Chart, Top Causes, Focus List | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | LeanEconomicsSequencePrioritization | PrioritizationQualityFocusRoot cause | Root causeIncidentLeanProblem solving |