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| Criterion |  Engineering Kanban |  Operations Causal Factor Analysis |  Operations Bottleneck Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
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 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Ongoing | 2-6 h | 1-3 h | 2-4 h |
Participantsdifferent | 2-12 | 3-10 | 3-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | FlowVisual managementDelivery | CausalityIncidentRoot causeTimeline | FlowMeasurementConstraints | Root causeSafetyIncident |