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| Criterion |  Operations Visual Management |  Systems Thinking CATWOE 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | 45-90 min | 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 | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingFramingStakeholders | PrioritizationOperationsPortfolio | LearningOperationsImprovement |