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| Criterion |  Operations Visual Management |  Decision Making Radar |  Systems Thinking Future Reality Tree |  Operations ABC Analysis |
|---|---|---|---|---|
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. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 1-20 | 2-10 | 3-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Radar Map, Capability Scores, Action Areas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | AssessmentPortfolioCapability | Theory of ConstraintsSystems thinkingChange | PrioritizationOperationsPortfolio |