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| Criterion |  Agile NoEstimates |  Operations A3 Problem Solving |  Operations Getting Things Done |  Operations 5 Whys |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | laufend | 45-90 min | 1-2 h Setup, laufend | 15-30 min |
Participantsdifferent | 2-12 | 2-5 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures |
Tagsno overlap | EstimationForecastingFlow | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving |