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| Criterion |  Delivery Value Stream Mapping |  Operations DMAIC |  Delivery Monte Carlo Forecasting |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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 process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | 2-12 Wochen | 30-90 min Setup, danach laufend | 0.5-5 Tage |
Participantsdifferent | 4-10 | 3-10 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Forecast Percentiles, Throughput Dataset, Risk Communication | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanFlowWasteDelivery | Continuous improvementQualityProcess improvement | ForecastingFlowDelivery | LeanContinuous improvementOperations |