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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Agile NoEstimates |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | Ongoing | laufend | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 2-12 | 2-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Constraint Map, Improvement Plan, Flow Metrics |
Tags1 shared | FlowMeasurementConstraints | FlowVisual managementDelivery | EstimationForecastingFlow | OperationsConstraintsFlowImprovement |