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| Criterion |  Operations ALPEN Method |  Operations Bottleneck Analysis |  Decision Making Constraint Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | 10-20 min daily | 1-3 h | 30-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | PlanningTime managementProductivityOperations | FlowMeasurementConstraints | ConstraintsDecisionPlanningOptions | OperationsConstraintsFlowImprovement |