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| Criterion |  Operations Visual Management |  Operations ABC Analysis |  Business Strategy 5-Minuten VC-Check |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-60 min | 5-15 min | 20-45 min |
Participantsdifferent | 1-20 | 1-5 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | ABC Classification, Focus Rules, Control List | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationOperationsPortfolio | StartupValidationCompetition | LearningOperationsImprovement |