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| Criterion |  Engineering Kanban |  Operations Bottleneck Analysis |  Facilitation Decision Jam |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 60-90 min | 2-8 h |
Participantsdifferent | 2-12 | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Problem Cluster, Prioritized Challenge, Experiment | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | FlowVisual managementDelivery | FlowMeasurementConstraints | FacilitationDecisionProblem solvingWorkshop | Problem solvingRoot causeDecisionOperations |