View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-120 min | 1-3 h | 15-30 min | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | WasteLeanProcess improvement | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |