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| Criterion |  Operations Visual Management |  Operations ABC Analysis |  Agile Starfish Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 1-5 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | ABC Classification, Focus Rules, Control List | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationOperationsPortfolio | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection |