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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Operations 5 Whys |
|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Low |
Timedifferent | Ongoing | 1-5 Tage | 15-30 min |
Participantsdifferent | 1-20 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
