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| Criterion |  Operations Bottleneck Analysis |  Operations ABC Analysis |  Decision Making Constraint Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Medium | Low | Low | High |
Timedifferent | 1-3 h | 30-60 min | 30-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 1-5 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | ABC Classification, Focus Rules, Control List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationOperationsPortfolio | ConstraintsDecisionPlanningOptions | OperationsConstraintsFlowImprovement |