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| Criterion |  Operations Visual Management |  Systems Thinking Systems Mapping |  Operations Family Tree Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
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 series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 2-4 h | 2-4 h |
Participantsdifferent | 1-20 | 3-12 | 2-6 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | System Map, Dependencies, Leverage Points | Family Tree Diagram, Pattern Notes, Systemic Measures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingMappingBoundariesChange | Root causePatternsIncidentSystemic | Root causeSafetyIncident |