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| Criterion |  Operations Theory of Constraints |  Operations After-Action Review |  Operations Kaizen Event |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 20-45 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | LeanContinuous improvementOperations | FlowMeasurementConstraints |