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| Criterion |  Operations Process Mapping |  Delivery Monte Carlo Forecasting |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 30-90 min Setup, danach laufend | 1-3 h | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 4-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Forecast Percentiles, Throughput Dataset, Risk Communication | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | ForecastingFlowDelivery | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations |