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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Delivery Monte Carlo Forecasting |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 | Low | High | Medium |
Timedifferent | 0.5-5 Tage | 30-120 min | 30-90 min Setup, danach laufend | 1-3 h |
Participantsdifferent | 4-10 | 2-6 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Forecast Percentiles, Throughput Dataset, Risk Communication | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | ForecastingFlowDelivery | LeanFlowWasteDelivery |