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| Criterion |  Operations Visual Management |  Agile Sprint Retrospective |  Operations Bottleneck Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 20-45 min |
Participantsdifferent | 1-20 | Scrum Team | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Improvement actions, Team agreements | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveImprovementLearning | FlowMeasurementConstraints | LearningOperationsImprovement |