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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Operations 5 Whys |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 15-30 min | 1-6 Wochen |
Participantsdifferent | 3-10 | 4-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving | QualityProblem solvingRoot cause |