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Selected:Visual ManagementFailure Mode and Effects AnalysisTheory of Constraints Thinking ProcessCurrent Reality Tree
| Criterion |  Operations Visual Management |  Operations Failure Mode and Effects Analysis |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | High | High | High |
Timedifferent | Ongoing | 2-6 h | 0.5-3 Tage | 2-6 h |
Participantsdifferent | 1-20 | 3-10 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | FMEA Table, Risk Priority, Mitigation Actions | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SignalsOperationsVisual management | RiskQualityOperationsRoot cause | Theory of ConstraintsConstraintsSystems thinkingCausality | Systems thinkingRoot causeConstraintsCausality |