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| Criterion |  Operations Bottleneck Analysis |  Operations ALPEN Method |  Operations Getting Things Done |  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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | 10-20 min daily | 1-2 h Setup, laufend | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 1 | 1 | 3-12 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution | OperationsConstraintsFlowImprovement |