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| Criterion |  Operations Visual Management |  Business Strategy Strategy Map |  Operations Process Mapping |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | Ongoing | 2-4 h workshop plus review | 1-3 h |
Participantsdifferent | 1-20 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Strategy Map, Objective Set, Cause-Effect Hypotheses | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SignalsOperationsVisual management | AlignmentExecutionGoalsCausality | ProcessOperationsImprovement |
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