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| Criterion |  Operations Waste Analysis |  Systems Thinking Evaporating Cloud |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Low | Medium | Medium | High |
Timedifferent | 45-120 min | 60-120 min | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | WasteLeanProcess improvement | Theory of ConstraintsAssumptionsSystems thinking | LeanFlowWasteDelivery | ForecastingFlowDelivery |