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| Criterion |  Operations After-Action Review |  Operations Theory of Constraints |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20-45 min | 2-4 h Analyse, laufend | 2-6 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | LearningOperationsImprovement | OperationsConstraintsFlowImprovement | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |