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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Decision Making Decision Tree |  Delivery Cost of Delay |
|---|---|---|---|---|
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 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | Ongoing | 30-90 min | 90-180 min |
Participantsdifferent | 3-8 | 2-12 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Decision Tree, Option Map, Assumption List | CoD Table, Prioritization Sequence |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | DecisionTreeOptions | PrioritizationDeliveryEconomicsDecision |