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