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| Criterion |  Operations Visual Management |  Operations Gemba Walk |  Operations Getting Things Done |  Operations Eat the Frog |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 30-120 min | 1-2 h Setup, laufend | 15-90 min daily |
Participantsdifferent | 1-20 | 2-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | SignalsOperationsVisual management | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution |