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| Criterion |  Operations Visual Management |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 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 | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 1-20 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |