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| Criterion |  Operations Change Analysis |  Engineering Kanban |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | Ongoing | 1-4 h | 1-3 h |
Participantsdifferent | 2-6 | 2-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Kanban board, WIP policies, Flow metrics | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FlowVisual managementDelivery | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |