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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Agile Ideal Days |
|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | Ongoing | 0.5-5 Tage | 15-60 min |
Participantsdifferent | 1-20 | 4-10 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
