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| Criterion |  Operations ABC Analysis |  Delivery Monte Carlo Forecasting |  Operations Kaizen Event |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | 30-90 min Setup, danach laufend | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 1-5 | 1-8 | 4-10 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Forecast Percentiles, Throughput Dataset, Risk Communication | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | PrioritizationOperationsPortfolio | ForecastingFlowDelivery | LeanContinuous improvementOperations | LeanFlowWasteDelivery |