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| Criterion |  Operations Visual Management |  Systems Thinking Current Reality Tree |  Operations ALPEN Method |  Operations Causal Factor 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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | Ongoing | 2-6 h | 10-20 min daily | 2-6 h |
Participantsdifferent | 1-20 | 3-8 | 1 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Current Reality Tree, Core Problems, Intervention Ideas | Daily Plan, Time Estimates, Review Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingRoot causeConstraintsCausality | PlanningTime managementProductivityOperations | CausalityIncidentRoot causeTimeline |