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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Systems Thinking Current Reality Tree |  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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | Low |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | 2-6 h | 20-45 min |
Participantsdifferent | 1-20 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement |