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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Operations Root Cause Tree Analysis |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 45-90 min | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 1-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Cause Tree, Evidence Notes, Countermeasures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | Root causeTreeIncidentQuality | LeanFlowWasteDelivery |