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| Criterion |  Operations Visual Management |  Agile Sailboat Retrospective |  Operations A3 Problem Solving |  Agile Starfish 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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-20 | 4-12 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Sailboat Board, Risks, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveTeamImprovement | LeanProblem solvingCoachingOperations | RetrospectiveImprovementExperimentsTeam |