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| Criterion |  Operations Visual Management |  Agile Mad Sad Glad |  Operations Kaizen Event |  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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Low | Medium | Low |
Timedifferent | Ongoing | 30-60 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 1-20 | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Emotion Board, Themes, Action Items | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveTeamReflection | LeanContinuous improvementOperations | RetrospectiveImprovementTeamReflection |