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| Criterion |  Engineering Kanban |  Delivery Cost of Delay |  Operations 5 Whys |  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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Low | Medium |
Timedifferent | Ongoing | 90-180 min | 15-30 min | 1-3 h |
Participantsdifferent | 2-12 | 3-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery |