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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Ongoing | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 2-12 | 1-6 | 4-12 |
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 | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | DecisionTreeOptions | FacilitationOptionsDecision |