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| Criterion |  Operations Visual Management |  Systems Thinking Systems Mapping |  Operations Barrier Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 2-4 h | 15-30 min |
Participantsdifferent | 1-20 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | System Map, Dependencies, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingMappingBoundariesChange | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |