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| Criterion |  Operations Visual Management |  Operations Change Analysis |  Decision Making OODA Loop |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 45-120 min | 15-60 min je Zyklus | 2-8 h |
Participantsdifferent | 1-20 | 2-6 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | Problem solvingRoot causeDecisionOperations |