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| Criterion |  Delivery Monte Carlo Forecasting |  Operations Process Mapping |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 30-90 min Setup, danach laufend | 1-3 h | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-8 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ForecastingFlowDelivery | ProcessOperationsImprovement | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |