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| Criterion |  Agile NoEstimates |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | laufend | 1-3 h | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 2-12 | 3-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | EstimationForecastingFlow | FlowMeasurementConstraints | LeanObservationProcessOperations | LeanContinuous improvementOperations |