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| Criterion |  Operations Visual Management |  Operations Runbook |  Operations Process Mapping |  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. | For recurring operational tasks or incidents, the method keeps solid action logic ready. It reduces uncertainty when time pressure, role changes, or rare situations demand fast access. | 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. | 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 | Low | Medium | High |
Timedifferent | Ongoing | 20-60 min | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 1-4 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Runbook, Checklist, Escalation Path | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics |
Tags1 shared | SignalsOperationsVisual management | OperationsReliabilityDocumentation | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement |