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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Teach-back |  Delivery Communication Plan |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Medium |
Timedifferent | 1-3 h | 5-20 min | 45-90 min | Ongoing |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Understanding Check, Clarification Notes, Learning Gaps | Communication Plan, Channel Matrix, Message Cadence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FlowMeasurementConstraints | LearningUnderstandingCommunication | CommunicationStakeholdersDeliveryPlanning | FlowVisual managementDelivery |