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| Criterion |  Engineering Kanban |  Decision Making Decision Matrix |  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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Medium | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 15-30 min | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Decision Matrix, Scoring Rationale, Selected Option | Root cause notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | DecisionCriteriaScoringTradeoffs | Root causeIncidentLeanProblem solving | LeanFlowWasteDelivery |