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| Criterion |  Operations Process Mapping |  Operations Theory of Constraints |  Operations ALPEN Method |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 2-4 h Analyse, laufend | 10-20 min daily | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary |
Tags1 shared | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | PlanningTime managementProductivityOperations | LearningOperationsImprovement |