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| Criterion |  Operations Process Mapping |  Operations Bottleneck Analysis |  Engineering Goal Question Metric |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-10 | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | GQM Table, Metric Profiles | KPI Tree, Owner List |
Tagsno overlap | ProcessOperationsImprovement | FlowMeasurementConstraints | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement |