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| Criterion |  Engineering Kanban |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 1-4 h | 30-60 min | 1-6 Wochen |
Participantsdifferent | 2-12 | 3-8 | 1-6 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowVisual managementDelivery | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause | QualityProblem solvingRoot cause |