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| Criterion |  Agile NoEstimates |  Operations Process Mapping |  Operations Kaizen Event |  Operations Theory of Constraints |
|---|---|---|---|---|
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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 1-3 h | 0.5-5 Tage | 2-4 h Analyse, laufend |
Participantsdifferent | 2-12 | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | EstimationForecastingFlow | ProcessOperationsImprovement | LeanContinuous improvementOperations | OperationsConstraintsFlowImprovement |