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| Criterion |  Delivery Monte Carlo Forecasting |  Operations Gemba Walk |  Operations 5 Whys |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | Low | Low | Medium |
Timedifferent | 30-90 min Setup, danach laufend | 30-120 min | 15-30 min | 1-3 h |
Participantsdifferent | 1-8 | 2-6 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | ForecastingFlowDelivery | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery |