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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Innovation Lean Startup |  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 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | 1-3 h | Wochen bis Monate je Lernzyklus | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | LeanStartupValidationMVP | ForecastingFlowDelivery |