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| Criterion |  Engineering Kanban |  Operations Failure Mode and Effects Analysis |  Delivery Value Stream Mapping |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 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 | High | Medium | High |
Timedifferent | Ongoing | 2-6 h | 1-3 h | 1-6 Wochen |
Participantsdifferent | 2-12 | 3-10 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | FMEA Table, Risk Priority, Mitigation Actions | Current-state map, Future-state map, Bottleneck list | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | RiskQualityOperationsRoot cause | LeanFlowWasteDelivery | QualityProblem solvingRoot cause |