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| Criterion |  Engineering Kanban |  Decision Making Decision Framing Workshop |  Delivery Value Stream Mapping |  Operations Waste 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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 60-120 min | 1-3 h | 45-120 min |
Participantsdifferent | 2-12 | 4-10 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Decision Frame, Decision Question, Criteria List, Evidence Plan | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | FlowVisual managementDelivery | Decision framingAlignmentCriteriaOptions | LeanFlowWasteDelivery | WasteLeanProcess improvement |