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| Criterion |  Operations Bottleneck Analysis |  Operations DMAIC |  Operations Failure Mode and Effects Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 2-12 Wochen | 2-6 h | 2-6 h |
Participantsdifferent | 3-8 | 3-10 | 3-10 | 3-8 |
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 | FMEA Table, Risk Priority, Mitigation Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | Continuous improvementQualityProcess improvement | RiskQualityOperationsRoot cause | Systems thinkingRoot causeConstraintsCausality |