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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | 45-90 min | 30-120 min |
Participantsdifferent | 1-20 | 3-12 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tags1 shared | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |