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| Criterion |  Engineering Kanban |  Agile WSJF |  Operations Waste Analysis |  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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 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 | High | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 45-120 min | 1-3 h |
Participantsdifferent | 2-12 | 3-10 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Ranked Backlog, Cost-of-Delay Assumptions | Waste Map, Prioritized Waste, Improvement Backlog | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | LeanEconomicsSequencePrioritization | WasteLeanProcess improvement | LeanFlowWasteDelivery |