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| Criterion |  Engineering Failure Scenario Analysis |  Operations Bottleneck Analysis |  Engineering Kanban |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | Ongoing | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 3-8 | 2-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FailureResilienceRisk | FlowMeasurementConstraints | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement |