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| Criterion |  Operations After-Action Review |  Operations Bottleneck Analysis |  Operations Kepner-Tregoe |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | High |
Timedifferent | 20-45 min | 1-3 h | 2-8 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Problem Analysis, Decision Analysis, Risk Plan | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | FlowMeasurementConstraints | Problem solvingRoot causeDecisionOperations | OperationsConstraintsFlowImprovement |