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| Criterion |  Operations Theory of Constraints |  Agile NoEstimates |  Operations Process Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | laufend | 1-3 h | 30-120 min |
Participantsdifferent | 3-12 | 2-12 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Throughput Data, Flow Forecast, Slicing Rules | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | OperationsConstraintsFlowImprovement | EstimationForecastingFlow | ProcessOperationsImprovement | LeanObservationProcessOperations |