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| Criterion |  Operations Visual Management |  Operations Learning Review |  Operations Theory of Constraints |  Agile Sprint Retrospective |
|---|---|---|---|---|
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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 1-3 h | 2-4 h Analyse, laufend | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 1-20 | 3-10 | 3-12 | Scrum Team |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Learning Review Notes, System Factors, Improvement Actions | Constraint Map, Improvement Plan, Flow Metrics | Improvement actions, Team agreements |
Tagsno overlap | SignalsOperationsVisual management | LearningRetrospectiveIncidentOperations | OperationsConstraintsFlowImprovement | RetrospectiveImprovementLearning |