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| Criterion |  Operations Bottleneck Analysis |  Delivery Communication Plan |  Knowledge Modeling Feynman Technique |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 20-60 min | Ongoing |
Participantsdifferent | 3-8 | 2-6 | 1 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Communication Plan, Channel Matrix, Message Cadence | Plain-language Explanation, Knowledge Gaps, Study Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FlowMeasurementConstraints | CommunicationStakeholdersDeliveryPlanning | LearningKnowledgeUnderstanding | FlowVisual managementDelivery |