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| Criterion |  Operations Bottleneck Analysis |  Operations PDCA Cycle |  Operations A3 Problem Solving |  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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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 | Low | Medium | High |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 1-8 | 2-5 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations | OperationsConstraintsFlowImprovement |