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| Criterion |  Operations Visual Management |  Operations Barrier Analysis |  Operations Getting Things Done |  Operations 5 Whys |
|---|---|---|---|---|
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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 2-4 h | 1-2 h Setup, laufend | 15-30 min |
Participantsdifferent | 1-20 | 2-6 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Root causeSafetyIncident | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving |