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| Criterion |  Engineering Kanban |  Operations Getting Things Done |  Operations Root Cause Analysis |  Operations Root Cause Tree 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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-2 h Setup, laufend | 1-4 h | 1-3 h |
Participantsdifferent | 2-12 | 1 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Action Lists, Project List, Review Routine | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | FlowVisual managementDelivery | ProductivityPlanningTasksExecution | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |