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| Criterion |  Operations ABC Analysis |  Knowledge Modeling Domain Storytelling |  Operations Theory of Constraints |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Domain Storytelling translates domain knowledge into a shared narrative of actors, objects, and workflows. It is especially useful when language, rules, and process understanding must be tightly connected. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-60 min | 1-2 h | 2-4 h Analyse, laufend | 30-120 min |
Participantsdifferent | 1-5 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Domain Story, Glossary Notes, Process Narrative | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | KnowledgeDomain-Driven DesignProcess | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations |