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| Criterion |  Engineering Kanban |  Operations A3 Problem Solving |  Delivery Communication Plan |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Ongoing | 45-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-5 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | A3 Report, Action Plan, Root Cause Analysis | Communication Plan, Channel Matrix, Message Cadence | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | LeanProblem solvingCoachingOperations | CommunicationStakeholdersDeliveryPlanning | LeanFlowWasteDelivery |