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| Criterion |  Agile NoEstimates |  Operations A3 Problem Solving |  Operations Gemba Walk |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | laufend | 45-90 min | 30-120 min | 2-8 h |
Participantsdifferent | 2-12 | 2-5 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | EstimationForecastingFlow | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations |