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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Decision Making Force Field Analysis |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 45-90 min | 90-180 min |
Participantsdifferent | 2-12 | 4-10 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Force Field Map, Change Levers, Risk Notes | CoD Table, Prioritization Sequence |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | ChangeDecisionStrategy | PrioritizationDeliveryEconomicsDecision |