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| Criterion |  Operations Kaizen Event |  Agile NoEstimates |  Operations PDCA Cycle |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Low | High |
Timedifferent | 0.5-5 Tage | laufend | 1 h bis mehrere Wochen | 2-4 h Analyse, laufend |
Participantsdifferent | 4-10 | 2-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Throughput Data, Flow Forecast, Slicing Rules | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanContinuous improvementOperations | EstimationForecastingFlow | Continuous improvementLeanExperiments | OperationsConstraintsFlowImprovement |