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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Agile Sailboat Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Ongoing | 2-8 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection |