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| Criterion |  Operations DMAIC |  Agile NoEstimates |  Engineering Kanban |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | 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 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-12 Wochen | laufend | Ongoing | 1-3 h |
Participantsdifferent | 3-10 | 2-12 | 2-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Throughput Data, Flow Forecast, Slicing Rules | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | Continuous improvementQualityProcess improvement | EstimationForecastingFlow | FlowVisual managementDelivery | LeanFlowWasteDelivery |