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| Criterion |  Operations Visual Management |  Operations PDCA Cycle |  Agile Starfish Retrospective |  Agile Sailboat 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. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 1 h bis mehrere Wochen | 45-90 min | 45-90 min |
Participantsdifferent | 1-20 | 1-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | Continuous improvementLeanExperiments | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |