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| Criterion |  Operations Visual Management |  Delivery Cost of Delay |  Decision Making OODA Loop |  Operations ABC Analysis |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 90-180 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 1-20 | 3-8 | 1-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | CoD Table, Prioritization Sequence | Situation Assessment, Decision Loop, Action Updates | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationDeliveryEconomicsDecision | DecisionChangeLearningStrategy | PrioritizationOperationsPortfolio |