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| Criterion |  Engineering Kanban |  Decision Making Decision Matrix |  Operations Bottleneck 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 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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Ongoing | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Decision Matrix, Scoring Rationale, Selected Option | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | FlowVisual managementDelivery | DecisionCriteriaScoringTradeoffs | FlowMeasurementConstraints |
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