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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|
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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | Ongoing | 1-3 h | 0.5-3 Tage |
Participantsdifferent | 2-12 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | Theory of ConstraintsConstraintsSystems thinkingCausality |
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