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| Criterion |  Engineering Kanban |  Operations After-Action Review |  Operations Root Cause Analysis |  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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | High |
Timedifferent | Ongoing | 20-45 min | 1-4 h | 2-6 h |
Participantsdifferent | 2-12 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lessons learned, Action items, Event summary | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | FlowVisual managementDelivery | LearningOperationsImprovement | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |