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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Operations Failure Mode and Effects Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | Ongoing | 15-60 min je Zyklus | 2-6 h | 2-8 h |
Participantsdifferent | 1-20 | 1-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | FMEA Table, Risk Priority, Mitigation Actions | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | RiskQualityOperationsRoot cause | Problem solvingRoot causeDecisionOperations |