View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Knowledge Modeling Concept Mapping |  Operations Theory of Constraints |  Operations Gemba Walk |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | 2-4 h Analyse, laufend | 30-120 min | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations | FlowMeasurementConstraints |