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| Criterion |  Engineering Kanban |  Product Strategy ICE Scoring |  Operations Root Cause Analysis |  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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 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 | 1-4 h | 1-6 Wochen |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | ICE Table, Top Idea List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationScoringGrowthDecision | Root causeProblem solvingQualityIncident | QualityProblem solvingRoot cause |