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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Operations Root Cause Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 1-5 Tage | 1-4 h | 30-60 min |
Participantsdifferent | 1-20 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | Root causeProblem solvingQualityIncident | Root causeQualityOperations |