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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Delivery Cost of Delay |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Ongoing | 45-120 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | CoD Table, Prioritization Sequence | ICE Table, Top Idea List |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | PrioritizationDeliveryEconomicsDecision | PrioritizationScoringGrowthDecision |