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| Criterion |  Engineering Kanban |  Operations Theory of Constraints |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | 20-45 min | 1-3 h |
Participantsdifferent | 2-12 | 3-12 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | ProcessOperationsImprovement |