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| Criterion |  Engineering Kanban |  Operations Process Mapping |  Delivery Value Stream Mapping |  Operations Theory of Constraints |
|---|---|---|---|---|
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 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 2-12 | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Process Map, Handoff List, Improvement Backlog | Current-state map, Future-state map, Bottleneck list | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowVisual managementDelivery | ProcessOperationsImprovement | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement |