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| Criterion |  Agile WSJF |  Engineering Kanban |  Operations ABC Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 45-90 min | Ongoing | 30-60 min | 30-120 min |
Participantsdifferent | 3-10 | 2-12 | 1-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery | PrioritizationOperationsPortfolio | LeanObservationProcessOperations |