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| Criterion |  Engineering Kanban |  Operations After-Action Review |  Operations 8D Problem Solving |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Ongoing | 20-45 min | 1-6 Wochen | 30-60 min |
Participantsdifferent | 2-12 | 3-12 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lessons learned, Action items, Event summary | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | FlowVisual managementDelivery | LearningOperationsImprovement | QualityProblem solvingRoot cause | Root causeQualityOperations |