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| Criterion |  Operations Visual Management |  Engineering Kanban |  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. | 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. | 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 | Ongoing | 15-60 min |
Participantsdifferent | 1-20 | 2-12 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | SignalsOperationsVisual management | FlowVisual managementDelivery | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
