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| Criterion |  Operations Change Analysis |  Delivery Monte Carlo Forecasting |  Operations Waste Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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 | Medium | High | Low | Low |
Timedifferent | 45-120 min | 30-90 min Setup, danach laufend | 45-120 min | 15-30 min |
Participantsdifferent | 2-6 | 1-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Forecast Percentiles, Throughput Dataset, Risk Communication | Waste Map, Prioritized Waste, Improvement Backlog | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ForecastingFlowDelivery | WasteLeanProcess improvement | Root causeIncidentLeanProblem solving |