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| Criterion |  Operations Visual Management |  Operations DMAIC |  Operations Kepner-Tregoe |  Operations Root Cause 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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | Ongoing | 2-12 Wochen | 2-8 h | 1-4 h |
Participantsdifferent | 1-20 | 3-10 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Problem Analysis, Decision Analysis, Risk Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | SignalsOperationsVisual management | Continuous improvementQualityProcess improvement | Problem solvingRoot causeDecisionOperations | Root causeProblem solvingQualityIncident |