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| Criterion |  Engineering Kanban |  Operations ABC Analysis |  Delivery Value Stream Mapping |  Operations Kaizen Event |
|---|---|---|---|---|
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. | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 30-60 min | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-12 | 1-5 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | ABC Classification, Focus Rules, Control List | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationOperationsPortfolio | LeanFlowWasteDelivery | LeanContinuous improvementOperations |