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| Criterion |  Operations Waste Analysis |  Engineering Kanban |  Product Strategy ICE Scoring |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-120 min | Ongoing | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 2-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Kanban board, WIP policies, Flow metrics | ICE Table, Top Idea List | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | FlowVisual managementDelivery | PrioritizationScoringGrowthDecision | LeanFlowWasteDelivery |