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| Criterion |  Operations Bottleneck Analysis |  Operations Accountability Ladder |  Facilitation Responsibility Poker |  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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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 | 20-45 min | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 1-8 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ownership Reflection, Action Commitment, Coaching Notes | Responsibility Map, Role Agreements, Open Questions | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | ResponsibilityLeadershipTeam | RolesResponsibilityTeamFacilitation | OperationsConstraintsFlowImprovement |