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| Criterion |  Operations Process Mapping |  Operations Theory of Constraints |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Low |
Timedifferent | 1-3 h | 2-4 h Analyse, laufend | 30-90 min | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | Decision Tree, Option Map, Assumption List | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | DecisionTreeOptions | LearningOperationsImprovement |