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| Criterion |  Operations Visual Management |  Facilitation Six Thinking Hats |  Operations Failure Mode and Effects Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 45-90 min | 2-6 h | 45-90 min |
Participantsdifferent | 1-20 | 4-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Perspective Notes, Decision Inputs, Action Items | FMEA Table, Risk Priority, Mitigation Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | SignalsOperationsVisual management | FacilitationOptionsDecision | RiskQualityOperationsRoot cause | AssumptionsRiskDecisionDiscovery |