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| Criterion |  Operations Bottleneck Analysis |  Operations Process Mapping |  Product Strategy KPI Tree |
|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Process Map, Handoff List, Improvement Backlog | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | ProcessOperationsImprovement | MetricsStrategyAlignmentMeasurement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
