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| Criterion |  Operations Visual Management |  Operations PDCA Cycle |  Operations DMAIC |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 | Low | High | Low |
Timedifferent | Ongoing | 1 h bis mehrere Wochen | 2-12 Wochen | 30-60 min |
Participantsdifferent | 1-20 | 1-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | SignalsOperationsVisual management | Continuous improvementLeanExperiments | Continuous improvementQualityProcess improvement | Root causeQualityOperations |