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| Criterion |  Operations A3 Problem Solving |  Engineering Kanban |  Agile WSJF |  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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 | 45-90 min | 1-3 h |
Participantsdifferent | 2-5 | 2-12 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Kanban board, WIP policies, Flow metrics | Ranked Backlog, Cost-of-Delay Assumptions | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanProblem solvingCoachingOperations | FlowVisual managementDelivery | LeanEconomicsSequencePrioritization | LeanFlowWasteDelivery |