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| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Operations Kepner-Tregoe |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | Ongoing | 2-8 h | 1-6 Wochen |
Participantsdifferent | 4-10 | 2-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Problem Analysis, Decision Analysis, Risk Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | Problem solvingRoot causeDecisionOperations | QualityProblem solvingRoot cause |