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| Criterion |  Operations Visual Management |  Operations Fault Tree Analysis |  Operations Getting Things Done |  Operations Barrier 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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 2-6 h | 1-2 h Setup, laufend | 2-4 h |
Participantsdifferent | 1-20 | 3-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Action Lists, Project List, Review Routine | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | SignalsOperationsVisual management | RiskRoot causeSafety | ProductivityPlanningTasksExecution | Root causeSafetyIncident |