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| Criterion |  Operations Visual Management |  Business Strategy Strategy Map |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | Ongoing | 2-4 h workshop plus review | 15-30 min | 2-8 h |
Participantsdifferent | 1-20 | 4-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Strategy Map, Objective Set, Cause-Effect Hypotheses | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | AlignmentExecutionGoalsCausality | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |