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| Criterion |  Operations Bottleneck Analysis |  Agile NoEstimates |  Delivery Value Stream Mapping |  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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | laufend | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 2-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Throughput Data, Flow Forecast, Slicing Rules | Current-state map, Future-state map, Bottleneck list | Constraint Map, Improvement Plan, Flow Metrics |
Tags1 shared | FlowMeasurementConstraints | EstimationForecastingFlow | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement |