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| Criterion |  Operations Visual Management |  Agile Ideal Days |  Systems Thinking Current Reality Tree |  Operations Causal Factor 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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | Ongoing | 15-60 min | 2-6 h | 2-6 h |
Participantsdifferent | 1-20 | 2-9 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | SignalsOperationsVisual management | EstimationEffortAgile | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |