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| Criterion |  Engineering Kanban |  Operations Root Cause Tree Analysis |  Operations Causal Factor Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Ongoing | 1-3 h | 2-6 h | 15-30 min |
Participantsdifferent | 2-12 | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Cause Tree, Evidence Notes, Countermeasures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Root cause notes, Countermeasures |
Tagsno overlap | FlowVisual managementDelivery | Root causeTreeIncidentQuality | CausalityIncidentRoot causeTimeline | Root causeIncidentLeanProblem solving |