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| Criterion |  Operations Process Mapping |  Engineering Kanban |  Operations After-Action Review |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | Ongoing | 20-45 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 3-10 | 2-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kanban board, WIP policies, Flow metrics | Lessons learned, Action items, Event summary | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | ProcessOperationsImprovement | FlowVisual managementDelivery | LearningOperationsImprovement | ForecastingFlowDelivery |