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| Criterion |  Operations Waste Analysis |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 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 | 45-120 min | 45-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tags1 shared | WasteLeanProcess improvement | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |