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| Criterion |  Engineering Kanban |  Operations Causal Factor Analysis |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Ongoing | 2-6 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 3-10 | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | CausalityIncidentRoot causeTimeline | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery |