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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Operations After-Action Review |  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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | 20-45 min | 15-30 min |
Participantsdifferent | 1-20 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement | Root causeIncidentLeanProblem solving |