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| Criterion |  Operations Visual Management |  Delivery Cost of Delay |  Operations After-Action Review |  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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | High | Low | Medium |
Timedifferent | Ongoing | 90-180 min | 20-45 min | Ongoing |
Participantsdifferent | 1-20 | 3-8 | 3-12 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | CoD Table, Prioritization Sequence | Lessons learned, Action items, Event summary | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationDeliveryEconomicsDecision | LearningOperationsImprovement | FlowVisual managementDelivery |