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| Criterion |  Operations ABC Analysis |  Engineering Kanban |  Agile 4Ls Retrospective |  Operations Learning Review |
|---|---|---|---|---|
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. | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | Ongoing | 45–75 min | 1-3 h |
Participantsdifferent | 1-5 | 2-12 | Team members involved | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |