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| Criterion |  Delivery Monte Carlo Forecasting |  Operations DMAIC |  Operations Waste Analysis |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | 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 problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 30-90 min Setup, danach laufend | 2-12 Wochen | 45-120 min | Ongoing |
Participantsdifferent | 1-8 | 3-10 | 2-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | ForecastingFlowDelivery | Continuous improvementQualityProcess improvement | WasteLeanProcess improvement | FlowVisual managementDelivery |