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| Criterion |  Engineering Kanban |  Operations After-Action Review |  Decision Making Decision Matrix |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | Ongoing | 20-45 min | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lessons learned, Action items, Event summary | Decision Matrix, Scoring Rationale, Selected Option | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowVisual managementDelivery | LearningOperationsImprovement | DecisionCriteriaScoringTradeoffs | OperationsConstraintsFlowImprovement |