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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | Ongoing | 45-90 min | 60-90 min |
Participantsdifferent | 3-8 | 2-12 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop |