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| Criterion |  Engineering Kanban |  Operations Bottleneck Analysis |  Agile Ideal Days |
|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 15-60 min |
Participantsdifferent | 2-12 | 3-8 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | FlowVisual managementDelivery | FlowMeasurementConstraints | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
