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| Criterion |  Operations Visual Management |  Operations Causal Factor Analysis |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | Ongoing | 2-6 h | 2-4 h | 2-6 h |
Participantsdifferent | 1-20 | 3-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SignalsOperationsVisual management | CausalityIncidentRoot causeTimeline | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |