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| Criterion |  Operations Visual Management |  Systems Thinking Futures Wheel |  Engineering Kanban |  Operations Theory of Constraints |
|---|---|---|---|---|
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 Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 60-120 min | Ongoing | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 3-10 | 2-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Futures Wheel, Consequence Chains, Strategic Signals | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | ForesightSystems thinkingSignals | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement |