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| Criterion |  Operations Visual Management |  Operations 5 Whys |  Operations Theory of Constraints |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | Ongoing | 15-30 min | 2-4 h Analyse, laufend | 2-8 h |
Participantsdifferent | 1-20 | 2-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Root cause notes, Countermeasures | Constraint Map, Improvement Plan, Flow Metrics | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | Root causeIncidentLeanProblem solving | OperationsConstraintsFlowImprovement | Problem solvingRoot causeDecisionOperations |