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| Criterion |  Operations Visual Management |  Operations RACI Matrix |  Operations Kepner-Tregoe |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | Ongoing | 45-90 min | 2-8 h | 90-180 min |
Participantsdifferent | 1-20 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | RACI Matrix, Responsibility Map, Decision Notes | Problem Analysis, Decision Analysis, Risk Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | SignalsOperationsVisual management | RolesResponsibilityGovernanceOperations | Problem solvingRoot causeDecisionOperations | DecisionGovernanceAlignmentResponsibility |