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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Feynman Technique |  Delivery Value Stream Mapping |  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. | 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 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. | 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 | Medium | Medium |
Timedifferent | 1-3 h | 20-60 min | 1-3 h | Ongoing |
Participantsdifferent | 3-8 | 1 | 4-10 | 2-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Plain-language Explanation, Knowledge Gaps, Study Notes | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FlowMeasurementConstraints | LearningKnowledgeUnderstanding | LeanFlowWasteDelivery | FlowVisual managementDelivery |