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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Decision Making PERT Estimation |
|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | Ongoing | 45-120 min | 15-45 min |
Participantsdifferent | 2-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | EstimationUncertaintyRisk |
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