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| Criterion |  Operations After-Action Review |  Operations Bottleneck Analysis |  Knowledge Modeling Knowledge Mapping |  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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | Medium | High |
Timedifferent | 20-45 min | 1-3 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | FlowMeasurementConstraints | KnowledgeMappingRisk | OperationsConstraintsFlowImprovement |