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| Criterion |  Delivery Value Stream Mapping |  Operations Fault Tree Analysis |  Engineering Kanban |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | 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 | High | Medium | High |
Timedifferent | 1-3 h | 2-6 h | Ongoing | 30-90 min Setup, danach laufend |
Participantsdifferent | 4-10 | 3-8 | 2-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | LeanFlowWasteDelivery | RiskRoot causeSafety | FlowVisual managementDelivery | ForecastingFlowDelivery |