View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Bottleneck Analysis |  Operations DMAIC |  Systems Thinking Current Reality Tree |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 2-12 Wochen | 2-6 h | 0.5-3 Tage |
Participantsdifferent | 3-8 | 3-10 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Current Reality Tree, Core Problems, Intervention Ideas | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | FlowMeasurementConstraints | Continuous improvementQualityProcess improvement | Systems thinkingRoot causeConstraintsCausality | Theory of ConstraintsConstraintsSystems thinkingCausality |