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| Criterion |  Operations Visual Management |  Agile Ideal Days |  Agile T-Shirt Sizing |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | Ongoing | 15-60 min | 15-45 min | 45-90 min |
Participantsdifferent | 1-20 | 2-9 | 2-12 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Size Buckets, Rough Backlog Map, Split Candidates | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | EstimationEffortAgile | EstimationAgileRoadmap | LeanProblem solvingCoachingOperations |