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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Delivery Monte Carlo Forecasting |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | Ongoing | 0.5-5 Tage | 30-90 min Setup, danach laufend | 1-3 h |
Participantsdifferent | 1-20 | 4-10 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Forecast Percentiles, Throughput Dataset, Risk Communication | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | ForecastingFlowDelivery | LeanFlowWasteDelivery |