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| Criterion |  Engineering Kanban |  Operations Theory of Constraints |  Delivery Monte Carlo Forecasting |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | High | Medium |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | 30-90 min Setup, danach laufend | 1-3 h |
Participantsdifferent | 2-12 | 3-12 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement | ForecastingFlowDelivery | ProcessOperationsImprovement |