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| Criterion |  Operations Visual Management |  Decision Making Three-Point Estimation |  Operations Gemba Walk |  Decision Making PERT Estimation |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 10-30 min je Item | 30-120 min | 15-45 min |
Participantsdifferent | 1-20 | 1-8 | 2-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Three-Point Estimate, Risk Range, Assumption Notes | Observation Notes, Improvement Ideas | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyForecasting | LeanObservationProcessOperations | EstimationUncertaintyRisk |