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| Criterion |  Operations Bottleneck Analysis |  Product Strategy KPI Tree |  Operations After-Action Review |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | 20-45 min |
Participantsdifferent | 3-8 | 3-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | KPI Tree, Owner List | Lessons learned, Action items, Event summary |
Tagsno overlap | FlowMeasurementConstraints | MetricsStrategyAlignmentMeasurement | LearningOperationsImprovement |
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