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| Criterion |  Operations Visual Management |  Systems Thinking Future Reality Tree |  Operations Barrier Analysis |  Operations Change 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 2-4 h | 2-4 h | 45-120 min |
Participantsdifferent | 1-20 | 3-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | SignalsOperationsVisual management | Theory of ConstraintsSystems thinkingChange | Root causeSafetyIncident | ChangeRoot causeTroubleshootingComparison |