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| Criterion |  Operations ABC Analysis |  Operations Gemba Walk |  Agile NoEstimates |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-120 min | laufend | 1-3 h |
Participantsdifferent | 1-5 | 2-6 | 2-12 | 3-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Throughput Data, Flow Forecast, Slicing Rules | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | EstimationForecastingFlow | ProcessOperationsImprovement |