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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Decision Making Decision Matrix |  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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Medium | Low |
Timedifferent | Ongoing | 2-8 h | 45-90 min | 15-30 min |
Participantsdifferent | 1-20 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | Decision Matrix, Scoring Rationale, Selected Option | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | DecisionCriteriaScoringTradeoffs | Root causeIncidentLeanProblem solving |