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| Criterion |  Engineering Kanban |  Operations After-Action Review |  Operations Kepner-Tregoe |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Ongoing | 20-45 min | 2-8 h | 1-6 Wochen |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | QualityProblem solvingRoot cause |