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| Criterion |  Operations Theory of Constraints |  Operations After-Action Review |  Operations Weekly Review |  Decision Making Constraint 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 20-45 min | 30-60 min | 30-90 min |
Participantsdifferent | 3-12 | 3-12 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Updated Task System, Weekly Focus, Next Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | ProductivityExecutionPlanning | ConstraintsDecisionPlanningOptions |