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| Criterion |  Operations Bottleneck Analysis |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |  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. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | High | Low | High |
Timedifferent | 1-3 h | 2-6 h | 30-60 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 3-10 | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause | OperationsConstraintsFlowImprovement |