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| Criterion |  Operations Visual Management |  Operations Process Mapping |  Business Strategy 5-Minuten VC-Check |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 5-15 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 3-10 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Process Map, Handoff List, Improvement Backlog | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | ProcessOperationsImprovement | StartupValidationCompetition | OperationsConstraintsFlowImprovement |