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| Criterion |  Operations Visual Management |  Operations Eat the Frog |  Operations 5 Whys |  Decision Making Pareto 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 15-90 min daily | 15-30 min | 30-60 min |
Participantsdifferent | 1-20 | 1 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Priority Task, Completion Note, Daily Focus | Root cause notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SignalsOperationsVisual management | PrioritizationProductivityFocusExecution | Root causeIncidentLeanProblem solving | PrioritizationQualityFocusRoot cause |