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| Criterion |  Operations Bottleneck Analysis |  Systems Thinking Current Reality Tree |  Innovation TRIZ |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 2-6 h | 1-4 h | 1-6 Wochen |
Participantsdifferent | 3-8 | 3-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Tree, Core Problems, Intervention Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FlowMeasurementConstraints | Systems thinkingRoot causeConstraintsCausality | InnovationProblem solvingContradictionsCreativity | QualityProblem solvingRoot cause |