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| Criterion |  Operations Waste Analysis |  Agile Ideal Days |  Decision Making PERT Estimation |
|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | 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 | Low | Medium |
Timedifferent | 45-120 min | 15-60 min | 15-45 min |
Participantsdifferent | 2-8 | 2-9 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | EstimationEffortAgile | EstimationUncertaintyRisk |
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