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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations Family Tree Analysis |  Operations MORT Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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 series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | For a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | Ongoing | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 4-10 | 2-12 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Family Tree Diagram, Pattern Notes, Systemic Measures | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | Root causePatternsIncidentSystemic | Root causeSafetySystemicIncident |