View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Theory of Constraints |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Medium | High | Low |
Timedifferent | 2-4 h Analyse, laufend | 45-90 min | 2-8 h | 20-45 min |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary |
Tags1 shared | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement |