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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Delivery Monte Carlo Forecasting |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 45-120 min | 1-3 h | 30-90 min Setup, danach laufend | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Forecast Percentiles, Throughput Dataset, Risk Communication | Root cause notes, Countermeasures |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | ForecastingFlowDelivery | Root causeIncidentLeanProblem solving |