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| Criterion |  Operations Waste Analysis |  Product Strategy Lean Canvas |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | 1-6 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tags1 shared | WasteLeanProcess improvement | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |