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| Criterion |  Operations Waste Analysis |  Operations Time Blocking |  Engineering Kanban |  Delivery Communication Plan |
|---|---|---|---|---|
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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 15-30 min Planung, laufend | Ongoing | 45-90 min |
Participantsdifferent | 2-8 | 1 | 2-12 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Blocked Calendar, Capacity View, Focus Plan | Kanban board, WIP policies, Flow metrics | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | WasteLeanProcess improvement | PlanningTime managementFocus | FlowVisual managementDelivery | CommunicationStakeholdersDeliveryPlanning |