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| Criterion |  Engineering Kanban |  Operations Bottleneck Analysis |  Facilitation Consensus Workshop |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 60-90 min |
Participantsdifferent | 2-12 | 3-8 | 5-30 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Consensus Clusters, Theme Titles, Priority Areas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FlowVisual managementDelivery | FlowMeasurementConstraints | FacilitationConsensusWorkshopAlignment | FacilitationDecisionProblem solvingWorkshop |