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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Engineering Kanban |  Operations Process Mapping |
|---|---|---|---|---|
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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | Ongoing | 1-3 h |
Participantsdifferent | 1-20 | 3-12 | 2-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery | ProcessOperationsImprovement |