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| Criterion |  Operations Theory of Constraints |  Operations After-Action Review |  Operations 5 Whys |
|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 20-45 min | 15-30 min |
Participantsdifferent | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
