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| Criterion |  Innovation Double Diamond |  Operations Bottleneck Analysis |  Operations Theory of Constraints |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Wochen bis Monate | 1-3 h | 2-4 h Analyse, laufend | 20-45 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessDivergenceInnovation | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement | LearningOperationsImprovement |