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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Operations Theory of Constraints |  Engineering Kanban |
|---|---|---|---|---|
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 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | Ongoing | 20-45 min | 2-4 h Analyse, laufend | Ongoing |
Participantsdifferent | 1-20 | 3-12 | 3-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery |