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| Criterion |  Operations Bottleneck Analysis |  Operations Waste Analysis |  Engineering Kanban |  Operations 5 Whys |
|---|---|---|---|---|
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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-120 min | Ongoing | 15-30 min |
Participantsdifferent | 3-8 | 2-8 | 2-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures |
Tagsno overlap | FlowMeasurementConstraints | WasteLeanProcess improvement | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving |