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| Criterion |  Operations Visual Management |  Operations ABC Analysis |  Delivery Cost of Delay |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | Ongoing | 30-60 min | 90-180 min | Ongoing |
Participantsdifferent | 1-20 | 1-5 | 3-8 | 2-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | ABC Classification, Focus Rules, Control List | CoD Table, Prioritization Sequence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationOperationsPortfolio | PrioritizationDeliveryEconomicsDecision | FlowVisual managementDelivery |