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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Systems Thinking Futures Wheel |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | Ongoing | 20-45 min | 60-120 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 3-12 | 3-10 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | ForesightSystems thinkingSignals | OperationsConstraintsFlowImprovement |