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| Criterion |  Operations Visual Management |  Systems Thinking Evaporating Cloud |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
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 makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 60-120 min | 20-45 min | 1-3 h |
Participantsdifferent | 1-20 | 2-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SignalsOperationsVisual management | Theory of ConstraintsAssumptionsSystems thinking | LearningOperationsImprovement | ProcessOperationsImprovement |