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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Operations A3 Problem Solving |  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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | High | Medium | Low |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | 45-90 min | 20-45 min |
Participantsdifferent | 1-20 | 3-12 | 2-5 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tags1 shared | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |