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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Product Strategy DIBB |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | Ongoing | 45-120 min | 1-2 h | 1-4 Wochen |
Participantsdifferent | 2-12 | 2-8 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | DIBB document, Belief list, Bet list, Learning report | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | StrategyDecisionAssumptionsHypothesis | ForecastingExpertsDecisionStrategy |