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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Operations Barrier Analysis |  Operations Family Tree 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | For a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 2-4 h | 2-4 h |
Participantsdifferent | 2-12 | 4-10 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | Root causeSafetyIncident | Root causePatternsIncidentSystemic |