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| Criterion |  Operations After-Action Review |  Delivery Cost of Delay |  Operations Bottleneck Analysis |  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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 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 | High | Medium | High |
Timedifferent | 20-45 min | 90-180 min | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | CoD Table, Prioritization Sequence | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | PrioritizationDeliveryEconomicsDecision | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement |