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| Criterion |  Operations Bottleneck Analysis |  Product Strategy KPI Tree |  Operations 5 Whys |
|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | 15-30 min |
Participantsdifferent | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | KPI Tree, Owner List | Root cause notes, Countermeasures |
Tagsno overlap | FlowMeasurementConstraints | MetricsStrategyAlignmentMeasurement | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
