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| Criterion |  Operations Bottleneck Analysis |  Operations 5 Whys |  Systems Thinking Current Reality Tree |
|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 1-3 h | 15-30 min | 2-6 h |
Participantsdifferent | 3-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Root cause notes, Countermeasures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | Root causeIncidentLeanProblem solving | Systems thinkingRoot causeConstraintsCausality |
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