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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Operations MORT 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 1-3 h | Mehrere Tage bis Wochen | 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 | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | Root causeSafetySystemicIncident | Root causePatternsIncidentSystemic |