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| Criterion |  Operations Bottleneck Analysis |  Operations Kaizen Event |  Delivery Monte Carlo Forecasting |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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. | 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 | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | 30-90 min Setup, danach laufend | 1-3 h |
Participantsdifferent | 3-8 | 4-10 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Forecast Percentiles, Throughput Dataset, Risk Communication | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowMeasurementConstraints | LeanContinuous improvementOperations | ForecastingFlowDelivery | LeanFlowWasteDelivery |