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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Delivery Shape Up |  Operations 5 Whys |
|---|---|---|---|---|
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. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 6 Wochen Cycle + 2 Wochen Cool-Down | 15-30 min |
Participantsdifferent | 2-12 | 4-10 | 2-4 pro Pitch | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Root cause notes, Countermeasures |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | PlanningDeliveryAutonomy | Root causeIncidentLeanProblem solving |