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| Criterion |  Engineering Kanban |  Operations Bottleneck Analysis |  Operations Waste Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 45-120 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Waste Map, Prioritized Waste, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowVisual managementDelivery | FlowMeasurementConstraints | WasteLeanProcess improvement | OperationsConstraintsFlowImprovement |