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| Criterion |  Operations Visual Management |  Agile NoEstimates |  Operations Theory of Constraints |  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. | 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. | 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 | High | Medium |
Timedifferent | Ongoing | laufend | 2-4 h Analyse, laufend | Ongoing |
Participantsdifferent | 1-20 | 2-12 | 3-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Throughput Data, Flow Forecast, Slicing Rules | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | EstimationForecastingFlow | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery |