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| Criterion |  Engineering Kanban |  Operations After-Action Review |  Operations 8D Problem Solving |  Operations Failure Mode and Effects 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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Ongoing | 20-45 min | 1-6 Wochen | 2-6 h |
Participantsdifferent | 2-12 | 3-12 | 4-10 | 3-10 |
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 | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | FlowVisual managementDelivery | LearningOperationsImprovement | QualityProblem solvingRoot cause | RiskQualityOperationsRoot cause |