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| Criterion |  Operations Visual Management |  Business Strategy Balanced Scorecard |  Operations ABC Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Ongoing | Halber Tag bis mehrere Wochen | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-20 | 4-12 | 1-5 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Balanced Scorecard, Strategic Measures, Initiative Map | ABC Classification, Focus Rules, Control List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | SignalsOperationsVisual management | StrategyMetricsExecution | PrioritizationOperationsPortfolio | PrioritizationProductivityFocusExecution |