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| Criterion |  Operations ABC Analysis |  Delivery Cost of Delay |  Operations Bottleneck Analysis |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | 90-180 min | 1-3 h | Ongoing |
Participantsdifferent | 1-5 | 3-8 | 3-8 | 2-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | CoD Table, Prioritization Sequence | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | PrioritizationOperationsPortfolio | PrioritizationDeliveryEconomicsDecision | FlowMeasurementConstraints | FlowVisual managementDelivery |