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| Criterion |  Operations ABC Analysis |  Engineering Kanban |  Agile Sailboat Retrospective |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | Ongoing | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-5 | 2-12 | 4-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics | Sailboat Board, Risks, Improvement Actions | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | RetrospectiveTeamImprovement | OperationsConstraintsFlowImprovement |