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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Delivery Cost of Delay |  Agile WSJF |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Ongoing | 45-120 min | 90-180 min | 45-90 min |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | CoD Table, Prioritization Sequence | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | PrioritizationDeliveryEconomicsDecision | LeanEconomicsSequencePrioritization |