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| Criterion |  Engineering Kanban |  Operations Root Cause Analysis |  Operations A3 Problem Solving |  Operations Failure Mode and Effects 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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Ongoing | 1-4 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-12 | 3-8 | 2-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | A3 Report, Action Plan, Root Cause Analysis | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | FlowVisual managementDelivery | Root causeProblem solvingQualityIncident | LeanProblem solvingCoachingOperations | RiskQualityOperationsRoot cause |