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| Criterion |  Operations Waste Analysis |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Agile NoEstimates |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-120 min | Ongoing | 30-90 min Setup, danach laufend | laufend |
Participantsdifferent | 2-8 | 2-12 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | WasteLeanProcess improvement | FlowVisual managementDelivery | ForecastingFlowDelivery | EstimationForecastingFlow |