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| Criterion |  Engineering Failure Scenario Analysis |  Delivery Value Stream Mapping |  Operations Bottleneck Analysis |  Engineering Kanban |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 1-3 h | Ongoing |
Participantsdifferent | 3-8 | 4-10 | 3-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Current-state map, Future-state map, Bottleneck list | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FailureResilienceRisk | LeanFlowWasteDelivery | FlowMeasurementConstraints | FlowVisual managementDelivery |