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| Criterion |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Operations After-Action Review |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | High |
Timedifferent | 1-3 h | 30-120 min | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | LeanObservationProcessOperations | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |