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| Criterion |  Innovation Double Diamond |  Operations Process Mapping |  Operations Bottleneck Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Wochen bis Monate | 1-3 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Process Map, Handoff List, Improvement Backlog | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessDivergenceInnovation | ProcessOperationsImprovement | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement |