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| Criterion |  Delivery Monte Carlo Forecasting |  Engineering Kanban |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 30-90 min Setup, danach laufend | Ongoing | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 2-12 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Kanban board, WIP policies, Flow metrics | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ForecastingFlowDelivery | FlowVisual managementDelivery | LeanObservationProcessOperations | LeanContinuous improvementOperations |