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| Criterion |  Operations Visual Management |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High | Medium |
Timedifferent | Ongoing | 30-90 min | 90-180 min | Ongoing |
Participantsdifferent | 1-20 | 1-6 | 3-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Decision Tree, Option Map, Assumption List | CoD Table, Prioritization Sequence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | DecisionTreeOptions | PrioritizationDeliveryEconomicsDecision | FlowVisual managementDelivery |