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| Criterion |  Agile WSJF |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 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 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 | High | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 45-120 min | 15-30 min |
Participantsdifferent | 3-10 | 4-10 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Root cause notes, Countermeasures |
Tags1 shared | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery | WasteLeanProcess improvement | Root causeIncidentLeanProblem solving |