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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Agile Sailboat Retrospective |  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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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 | Low | Low |
Timedifferent | Ongoing | 2-4 h Analyse, laufend | 45-90 min | 20-45 min |
Participantsdifferent | 1-20 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | RetrospectiveTeamImprovement | LearningOperationsImprovement |