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| Criterion |  Operations Barrier Analysis |  Systems Thinking System Dynamics Simulation |  Operations 5 Whys |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 2-4 h | Mehrere Tage bis Wochen | 15-30 min | 2-6 h |
Participantsdifferent | 2-6 | 1-5 Modellierende, Stakeholder asynchron | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Simulation Model, Scenario Reports | Root cause notes, Countermeasures | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Root causeSafetyIncident | Systems thinkingDynamicsSimulationAnalysis | Root causeIncidentLeanProblem solving | DynamicsSimulationFeedbackSystems thinking |