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