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| Criterion |  Operations Visual Management |  Engineering Kanban |  Decision Making Trade-off Analysis |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
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 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | Ongoing | 45-120 min | 60-120 min |
Participantsdifferent | 1-20 | 2-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kanban board, WIP policies, Flow metrics | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | SignalsOperationsVisual management | FlowVisual managementDelivery | TradeoffsDecisionCriteriaOptions | Decision framingAlignmentCriteriaOptions |