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| Criterion |  Operations Waste Analysis |  Operations Root Cause Tree Analysis |  Delivery Value Stream Mapping |  Operations Barrier Analysis |
|---|---|---|---|---|
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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 2-4 h |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Cause Tree, Evidence Notes, Countermeasures | Current-state map, Future-state map, Bottleneck list | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | WasteLeanProcess improvement | Root causeTreeIncidentQuality | LeanFlowWasteDelivery | Root causeSafetyIncident |