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| Criterion |  Operations Visual Management |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  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 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 30-60 min | 60-120 min | 20-45 min |
Participantsdifferent | 1-20 | 1-5 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | LearningOperationsImprovement |