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| Criterion |  Operations Bottleneck Analysis |  Decision Making PERT Estimation |  Operations Theory of Constraints |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 15-45 min | 2-4 h Analyse, laufend | 2-6 h |
Participantsdifferent | 3-8 | 1-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PERT Estimate, Expected Value, Risk Notes | Constraint Map, Improvement Plan, Flow Metrics | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | FlowMeasurementConstraints | EstimationUncertaintyRisk | OperationsConstraintsFlowImprovement | RiskQualityOperationsRoot cause |