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| Criterion |  Operations Fault Tree Analysis |  Engineering Kanban |  Operations 5 Whys |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 | High | Medium | Low | Medium |
Timedifferent | 2-6 h | Ongoing | 15-30 min | 1-3 h |
Participantsdifferent | 3-8 | 2-12 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | RiskRoot causeSafety | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery |