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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Operations Kepner-Tregoe |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | 2-8 h | 20-45 min |
Participantsdifferent | 1-20 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary |
Tags1 shared | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement |