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| Criterion |  Engineering Kanban |  Operations Fishbone Diagram |  Operations Getting Things Done |  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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | 30-60 min | 1-2 h Setup, laufend | 1-6 Wochen |
Participantsdifferent | 2-12 | 2-8 | 1 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Fishbone Diagram, Cause Categories, Investigation Backlog | Action Lists, Project List, Review Routine | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | Root causeQualityOperations | ProductivityPlanningTasksExecution | QualityProblem solvingRoot cause |