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| Criterion |  Operations Visual Management |  Decision Making Three-Point Estimation |  Operations Theory of Constraints |  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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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 | Medium | High | Low |
Timedifferent | Ongoing | 10-30 min je Item | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 1-20 | 1-8 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Three-Point Estimate, Risk Range, Assumption Notes | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyForecasting | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |