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| Criterion |  Operations Theory of Constraints |  Delivery Monte Carlo Forecasting |  Engineering Kanban |
|---|---|---|---|
Purposedifferent | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | High | High | Medium |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min Setup, danach laufend | Ongoing |
Participantsdifferent | 3-12 | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Kanban board, WIP policies, Flow metrics |
Tags1 shared | OperationsConstraintsFlowImprovement | ForecastingFlowDelivery | FlowVisual managementDelivery |
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