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| Criterion |  Operations PDCA Cycle |  Delivery Value Stream Mapping |  Decision Making Three-Point Estimation |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 10-30 min je Item | Ongoing |
Participantsdifferent | 1-8 | 4-10 | 1-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current-state map, Future-state map, Bottleneck list | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | Continuous improvementLeanExperiments | LeanFlowWasteDelivery | EstimationUncertaintyForecasting | FlowVisual managementDelivery |