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| Criterion |  Operations Visual Management |  Operations ABC Analysis |  Facilitation Responsibility Poker |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-60 min | 45-90 min | 20-45 min |
Participantsdifferent | 1-20 | 1-5 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | ABC Classification, Focus Rules, Control List | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationOperationsPortfolio | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam |