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| Criterion |  Operations Visual Management |  Decision Making Constraint Analysis |  Engineering Kanban |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 30-90 min | Ongoing | 1-3 h |
Participantsdifferent | 1-20 | 2-8 | 2-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | SignalsOperationsVisual management | ConstraintsDecisionPlanningOptions | FlowVisual managementDelivery | FlowMeasurementConstraints |