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| Criterion |  Operations Bottleneck Analysis |  Operations Kaizen Event |  Decision Making Constraint Analysis |  Operations A3 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 4-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | FlowMeasurementConstraints | LeanContinuous improvementOperations | ConstraintsDecisionPlanningOptions | LeanProblem solvingCoachingOperations |