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| Criterion |  Agile Ideal Days |  Operations Gemba Walk |  Decision Making PERT Estimation |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | 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. | 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 | Low | Medium | Medium |
Timedifferent | 15-60 min | 30-120 min | 15-45 min | 45-90 min |
Participantsdifferent | 2-9 | 2-6 | 1-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Observation Notes, Improvement Ideas | PERT Estimate, Expected Value, Risk Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationEffortAgile | LeanObservationProcessOperations | EstimationUncertaintyRisk | LeanProblem solvingCoachingOperations |