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| Criterion |  Knowledge Modeling Feynman Technique |  Operations Bottleneck Analysis |  Business Strategy Strategy Execution Loop |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 | Low | Medium | High | High |
Timedifferent | 20-60 min | 1-3 h | Initial 3-6 h, then monthly or quarterly reviews | 2-4 h Analyse, laufend |
Participantsdifferent | 1 | 3-8 | 5-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Execution Loop, Review Cadence, Strategic Learning Log | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningKnowledgeUnderstanding | FlowMeasurementConstraints | ExecutionCadenceLearningGovernance | OperationsConstraintsFlowImprovement |