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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Decision Making Pareto 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. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | Low |
Timedifferent | Ongoing | 2-8 h | 30-60 min | 30-60 min |
Participantsdifferent | 1-20 | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | Pareto Chart, Top Causes, Focus List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | PrioritizationQualityFocusRoot cause | Root causeQualityOperations |