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| Criterion |  Operations Waste Analysis |  Business Strategy GAP Analysis |  Engineering Kanban |
|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium |
Timedifferent | 45-120 min | 1-3 h | Ongoing |
Participantsdifferent | 2-8 | 2-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Gap Matrix, Action Plan, Risk Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | WasteLeanProcess improvement | StrategyAnalysisPlanning | FlowVisual managementDelivery |
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