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| Criterion |  Operations Waste Analysis |  Engineering Kanban |  Product Strategy ICE Scoring |  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. | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 | Low | High |
Timedifferent | 45-120 min | Ongoing | 30-60 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-8 | 2-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics | ICE Table, Top Idea List | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | WasteLeanProcess improvement | FlowVisual managementDelivery | PrioritizationScoringGrowthDecision | ForecastingFlowDelivery |