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| Criterion |  Operations Change Analysis |  Engineering Kanban |  Operations 5 Whys |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | 45-120 min | Ongoing | 15-30 min | 1-3 h |
Participantsdifferent | 2-6 | 2-12 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery |