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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Agile 4Ls Retrospective |  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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 | Low |
Timedifferent | Ongoing | 2-8 h | 45–75 min | 15-30 min |
Participantsdifferent | 1-20 | 2-8 | Team members involved | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | 4Ls Board, Learning Themes, Improvement Actions | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | RetrospectiveLearningReflectionTeam | Root causeIncidentLeanProblem solving |