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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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 acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | High | High | High |
Timedifferent | Ongoing | 2-8 h | 2-6 h | 1-6 Wochen |
Participantsdifferent | 1-20 | 2-8 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause |