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| Criterion |  Operations Theory of Constraints |  Operations After-Action Review |  Knowledge Modeling Knowledge Mapping |  Operations Failure Mode and Effects 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 2-4 h Analyse, laufend | 20-45 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Knowledge Map, Critical Knowledge Areas, Transfer Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | KnowledgeMappingRisk | RiskQualityOperationsRoot cause |