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| Criterion |  Engineering Kanban |  Decision Making Trade-off 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Ongoing | 45-120 min | 1-4 h |
Participantsdifferent | 2-12 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | FlowVisual managementDelivery | TradeoffsDecisionCriteriaOptions | Root causeProblem solvingQualityIncident |
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