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| Criterion |  Operations Visual Management |  Operations ALPEN Method |  Agile Mad Sad Glad |  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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 | 10-20 min daily | 30-60 min | 30-60 min |
Participantsdifferent | 1-20 | 1 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Daily Plan, Time Estimates, Review Notes | Emotion Board, Themes, Action Items | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | PlanningTime managementProductivityOperations | RetrospectiveTeamReflection | RetrospectiveImprovementTeamReflection |