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| Criterion |  Operations Waste Analysis |  Delivery Value Stream Mapping |  Decision Making PERT Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | 15-45 min | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-8 | 4-10 | 1-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | PERT Estimate, Expected Value, Risk Notes | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | WasteLeanProcess improvement | LeanFlowWasteDelivery | EstimationUncertaintyRisk | ForecastingFlowDelivery |