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| Criterion |  Operations ABC Analysis |  Agile Story Points |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | laufend, 1-5 min je Item | 30-120 min | 45-90 min |
Participantsdifferent | 1-5 | 3-9 | 2-6 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Point Estimates, Reference Stories, Velocity Data | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationAgileMeasurement | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |