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| Criterion |  Decision Making Decision Tree |  Operations Theory of Constraints |  Operations After-Action Review |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | 30-90 min | 2-4 h Analyse, laufend | 20-45 min | 1-3 h |
Participantsdifferent | 1-6 | 3-12 | 3-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | DecisionTreeOptions | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | FlowMeasurementConstraints |