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| Criterion |  Engineering Kanban |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 1-4 h |
Participantsdifferent | 2-12 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Process Map, Handoff List, Improvement Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | FlowVisual managementDelivery | ProcessOperationsImprovement | Root causeProblem solvingQualityIncident |
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