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| Criterion |  Operations Visual Management |  Operations Theory of Constraints |  Agile Sprint 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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min |
Participantsdifferent | 1-20 | 3-12 | Scrum Team | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Constraint Map, Improvement Plan, Flow Metrics | Improvement actions, Team agreements | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | OperationsConstraintsFlowImprovement | RetrospectiveImprovementLearning | LearningOperationsImprovement |