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| Criterion |  Engineering Kanban |  Decision Making PERT Estimation |  Operations 8D Problem Solving |  Operations Root Cause 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 15-45 min | 1-6 Wochen | 1-4 h |
Participantsdifferent | 2-12 | 1-8 | 4-10 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | PERT Estimate, Expected Value, Risk Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyRisk | QualityProblem solvingRoot cause | Root causeProblem solvingQualityIncident |