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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | Ongoing | 30-90 min Setup, danach laufend | 15-30 min |
Participantsdifferent | 4-10 | 2-12 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | ForecastingFlowDelivery | Root causeIncidentLeanProblem solving |