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| Criterion |  Operations Visual Management |  Operations ABC Analysis |  Decision Making PERT Estimation |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 30-60 min | 15-45 min | 30-60 min |
Participantsdifferent | 1-20 | 1-5 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | ABC Classification, Focus Rules, Control List | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationOperationsPortfolio | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment |