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| Criterion |  Operations ABC Analysis |  Systems Thinking Evaporating Cloud |  Systems Thinking Futures Wheel |  Operations Visual Management |
|---|---|---|---|---|
Purposedifferent | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 60-120 min | 60-120 min | Ongoing |
Participantsdifferent | 1-5 | 2-8 | 3-10 | 1-20 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Futures Wheel, Consequence Chains, Strategic Signals | Visual Board, Status Indicators, Exception Cues |
Tagsno overlap | PrioritizationOperationsPortfolio | Theory of ConstraintsAssumptionsSystems thinking | ForesightSystems thinkingSignals | SignalsOperationsVisual management |