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| Criterion |  Operations A3 Problem Solving |  Engineering Kanban |  Delivery Cost of Delay |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | Ongoing | 90-180 min | 1-3 h |
Participantsdifferent | 2-5 | 2-12 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanProblem solvingCoachingOperations | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | LeanFlowWasteDelivery |