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| Criterion |  Operations Visual Management |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | Ongoing | Ongoing | 30-90 min Setup, danach laufend | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 2-12 | 1-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | FlowVisual managementDelivery | ForecastingFlowDelivery | OperationsConstraintsFlowImprovement |