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| Criterion |  Delivery Value Stream Mapping |  Operations Waste Analysis |  Operations Gemba Walk |  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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | 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 | Low | Low | High |
Timedifferent | 1-3 h | 45-120 min | 30-120 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | LeanFlowWasteDelivery | WasteLeanProcess improvement | LeanObservationProcessOperations | ForecastingFlowDelivery |