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| Criterion |  Agile NoEstimates |  Operations A3 Problem Solving |  Operations Theory of Constraints |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | laufend | 45-90 min | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 2-12 | 2-5 | 3-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | A3 Report, Action Plan, Root Cause Analysis | Constraint Map, Improvement Plan, Flow Metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationForecastingFlow | LeanProblem solvingCoachingOperations | OperationsConstraintsFlowImprovement | FlowMeasurementConstraints |