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| Criterion |  Engineering Kanban |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |  Operations Root Cause 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. | 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 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 1-3 h | 2-6 h | 1-4 h |
Participantsdifferent | 2-12 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | FlowVisual managementDelivery | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause | Root causeProblem solvingQualityIncident |