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| Criterion |  Engineering Kanban |  Agile NoEstimates |  Operations Root Cause Tree 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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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 | Medium | Medium | High |
Timedifferent | Ongoing | laufend | 1-3 h | 1-6 Wochen |
Participantsdifferent | 2-12 | 2-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | EstimationForecastingFlow | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause |