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| Criterion |  Operations ABC Analysis |  Operations Visual Management |  Systems Thinking Future Reality Tree |  Systems Thinking Futures Wheel |
|---|---|---|---|---|
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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | Ongoing | 2-4 h | 60-120 min |
Participantsdifferent | 1-5 | 1-20 | 3-8 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Visual Board, Status Indicators, Exception Cues | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Futures Wheel, Consequence Chains, Strategic Signals |
Tagsno overlap | PrioritizationOperationsPortfolio | SignalsOperationsVisual management | Theory of ConstraintsSystems thinkingChange | ForesightSystems thinkingSignals |