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| Criterion |  Engineering Kanban |  Operations A3 Problem Solving |  DevOps Incident Command |  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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 45-90 min | As needed | 1-3 h |
Participantsdifferent | 2-12 | 2-5 | 4-15 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | A3 Report, Action Plan, Root Cause Analysis | Incident Log, Action Tracker, Stakeholder Updates | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | LeanProblem solvingCoachingOperations | IncidentOperationsReliability | LeanFlowWasteDelivery |