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| Criterion |  Operations Visual Management |  DevOps Game Day |  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. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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 | High | Medium | High |
Timedifferent | Ongoing | Halber Tag | Ongoing | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 5-20 | 2-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Simulation Notes, Gaps List, Updated Runbooks | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | ResilienceOperationsIncident | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement |