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| Criterion |  Engineering Kanban |  Operations ALPEN Method |  Delivery Value Stream Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 10-20 min daily | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 2-12 | 1 | 4-10 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Daily Plan, Time Estimates, Review Notes | Current-state map, Future-state map, Bottleneck list | Action Lists, Project List, Review Routine |
Tagsno overlap | FlowVisual managementDelivery | PlanningTime managementProductivityOperations | LeanFlowWasteDelivery | ProductivityPlanningTasksExecution |