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| Criterion |  Operations Visual Management |  Operations Bottleneck Analysis |  Operations ABC Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 1-3 h | 30-60 min | 20-45 min |
Participantsdifferent | 1-20 | 3-8 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | FlowMeasurementConstraints | PrioritizationOperationsPortfolio | LearningOperationsImprovement |