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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Operations Theory of Constraints |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | Ongoing | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 3-8 | 2-12 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics | Current-state map, Future-state map, Bottleneck list |
Tags1 shared | FlowMeasurementConstraints | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement | LeanFlowWasteDelivery |