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| Criterion |  Agile NoEstimates |  Operations ALPEN Method |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | laufend | 10-20 min daily | 45-90 min | 30-120 min |
Participantsdifferent | 2-12 | 1 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Daily Plan, Time Estimates, Review Notes | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | EstimationForecastingFlow | PlanningTime managementProductivityOperations | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |