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| Criterion |  Operations Bottleneck Analysis |  Operations ABC Analysis |  Decision Making Three-Point Estimation |  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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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 | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 10-30 min je Item | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 1-5 | 1-8 | 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 | Three-Point Estimate, Risk Range, Assumption Notes | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationOperationsPortfolio | EstimationUncertaintyForecasting | OperationsConstraintsFlowImprovement |