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| Criterion |  Operations Visual Management |  Agile NoEstimates |  Operations ALPEN Method |  Engineering Kanban |
|---|---|---|---|---|
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 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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | laufend | 10-20 min daily | Ongoing |
Participantsdifferent | 1-20 | 2-12 | 1 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Throughput Data, Flow Forecast, Slicing Rules | Daily Plan, Time Estimates, Review Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | EstimationForecastingFlow | PlanningTime managementProductivityOperations | FlowVisual managementDelivery |