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| Criterion |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |  Operations Theory of Constraints |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30-90 min | 1-3 h | 2-4 h Analyse, laufend | 2-8 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement | Problem solvingRoot causeDecisionOperations |