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| Criterion |  Engineering Kanban |  Decision Making RAPID |  Operations Bottleneck Analysis |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Ongoing | 45-90 min | 1-3 h | 90-180 min |
Participantsdifferent | 2-12 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | RAPID Role Map, Recommendation, Decision Log | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | CoD Table, Prioritization Sequence |
Tagsno overlap | FlowVisual managementDelivery | DecisionRolesGovernance | FlowMeasurementConstraints | PrioritizationDeliveryEconomicsDecision |