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| Criterion |  Operations Process Mapping |  Decision Making Constraint Analysis |  Operations A3 Problem Solving |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | 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. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Medium | High |
Timedifferent | 1-3 h | 30-90 min | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 2-8 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | A3 Report, Action Plan, Root Cause Analysis | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessOperationsImprovement | ConstraintsDecisionPlanningOptions | LeanProblem solvingCoachingOperations | OperationsConstraintsFlowImprovement |