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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Operations Theory of Constraints |  Decision Making Decision 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h Analyse, laufend | 30-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | Constraint Map, Improvement Plan, Flow Metrics | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | OperationsConstraintsFlowImprovement | DecisionTreeOptions |