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| Criterion |  Engineering Kanban |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |  Operations Barrier 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. | 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 a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | 1-4 h | 30-60 min | 2-4 h |
Participantsdifferent | 2-12 | 3-8 | 1-6 | 2-6 |
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 | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | FlowVisual managementDelivery | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause | Root causeSafetyIncident |