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| Criterion |  Operations Bottleneck Analysis |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 45-120 min | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 3-8 | 2-8 | 4-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | FlowMeasurementConstraints | WasteLeanProcess improvement | LeanFlowWasteDelivery | ForecastingFlowDelivery |