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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Decision Making Decision Matrix |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 45-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | Decision Matrix, Scoring Rationale, Selected Option | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | DecisionCriteriaScoringTradeoffs | LeanFlowWasteDelivery |