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| Criterion |  Operations Theory of Constraints |  Operations ABC Analysis |  Delivery Monte Carlo Forecasting |  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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | Low | High | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-60 min | 30-90 min Setup, danach laufend | 20-45 min |
Participantsdifferent | 3-12 | 1-5 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | ABC Classification, Focus Rules, Control List | Forecast Percentiles, Throughput Dataset, Risk Communication | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | PrioritizationOperationsPortfolio | ForecastingFlowDelivery | LearningOperationsImprovement |