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| Criterion |  Operations Gemba Walk |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-120 min | 1-3 h | 30-90 min Setup, danach laufend | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 1-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | LeanFlowWasteDelivery | ForecastingFlowDelivery | LeanProblem solvingCoachingOperations |