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| Criterion |  Operations Visual Management |  Systems Thinking Causal Loop Diagram |  Operations A3 Problem Solving |  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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Medium | High |
Timedifferent | Ongoing | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 1-20 | 2-8 | 2-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Causal Loop Diagram, Feedback Notes, Leverage Points | A3 Report, Action Plan, Root Cause Analysis | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SignalsOperationsVisual management | FeedbackSystems thinkingCausalityDynamics | LeanProblem solvingCoachingOperations | Systems thinkingRoot causeConstraintsCausality |