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| Criterion |  Engineering Kanban |  Delivery Communication Plan |  Operations Root Cause Tree Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | Ongoing | 45-90 min | 1-3 h | 1-6 Wochen |
Participantsdifferent | 2-12 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Communication Plan, Channel Matrix, Message Cadence | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | CommunicationStakeholdersDeliveryPlanning | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause |