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| Criterion |  Engineering Kanban |  Operations Process Mapping |  Agile NoEstimates |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Ongoing | 1-3 h | laufend | 2-4 h Analyse, laufend |
Participantsdifferent | 2-12 | 3-10 | 2-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Process Map, Handoff List, Improvement Backlog | Throughput Data, Flow Forecast, Slicing Rules | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowVisual managementDelivery | ProcessOperationsImprovement | EstimationForecastingFlow | OperationsConstraintsFlowImprovement |