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| Criterion |  Operations Visual Management |  Operations Change Analysis |  Operations MORT Analysis |  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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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 | High | Low |
Timedifferent | Ongoing | 45-120 min | Mehrere Tage bis Wochen | 15-30 min |
Participantsdifferent | 1-20 | 2-6 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Change Matrix, Cause Hypotheses, Validation Questions, Action List | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | ChangeRoot causeTroubleshootingComparison | Root causeSafetySystemicIncident | Root causeIncidentLeanProblem solving |