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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Operations Fault Tree Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | Ongoing | 20-45 min | 2-6 h | 2-8 h |
Participantsdifferent | 1-20 | 3-12 | 3-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | RiskRoot causeSafety | Problem solvingRoot causeDecisionOperations |