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| Criterion |  Operations Visual Management |  Decision Making Decision Tree |  Operations ABC Analysis |  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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | Low | High |
Timedifferent | Ongoing | 30-90 min | 30-60 min | 2-8 h |
Participantsdifferent | 1-20 | 1-6 | 1-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Decision Tree, Option Map, Assumption List | ABC Classification, Focus Rules, Control List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | DecisionTreeOptions | PrioritizationOperationsPortfolio | Problem solvingRoot causeDecisionOperations |