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| Criterion |  Operations Visual Management |  Operations Fishbone Diagram |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 30-60 min | 1-3 h | 1-2 h |
Participantsdifferent | 1-20 | 2-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Fishbone Diagram, Cause Categories, Investigation Backlog | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | SignalsOperationsVisual management | Root causeQualityOperations | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking |