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| Criterion |  Operations Bottleneck Analysis |  Operations 8D Problem Solving |  Innovation Contradiction Analysis |  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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | High | Medium | High |
Timedifferent | 1-3 h | 1-6 Wochen | 60-120 min | 2-6 h |
Participantsdifferent | 3-8 | 4-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | QualityProblem solvingRoot cause | ContradictionsInnovationProblem solving | Systems thinkingRoot causeConstraintsCausality |