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| Criterion |  Operations Getting Things Done |  Operations Barrier Analysis |  Operations Weekly Review |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 2-4 h | 30-60 min | 15-30 min |
Participantsdifferent | 1 | 2-6 | 1 | 2-6 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Updated Task System, Weekly Focus, Next Actions | Root cause notes, Countermeasures |
Tagsno overlap | ProductivityPlanningTasksExecution | Root causeSafetyIncident | ProductivityExecutionPlanning | Root causeIncidentLeanProblem solving |