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| Criterion |  Engineering Kanban |  Operations ABC Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | Ongoing | 30-60 min | 30-60 min |
Participantsdifferent | 2-12 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |
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