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| Criterion |  Agile NoEstimates |  Operations Kaizen Event |  Operations A3 Problem Solving |  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 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. | 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 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 | 0.5-5 Tage | 45-90 min | 15-30 min |
Participantsdifferent | 2-12 | 4-10 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | EstimationForecastingFlow | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |