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| Criterion |  Operations Bottleneck Analysis |  Innovation TRIZ |  Operations Gemba Walk |  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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Low | High |
Timedifferent | 1-3 h | 1-4 h | 30-120 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations | OperationsConstraintsFlowImprovement |