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| Criterion |  Operations Theory of Constraints |  Operations ALPEN Method |  Operations Process Mapping |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | 10-20 min daily | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 1 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Daily Plan, Time Estimates, Review Notes | Process Map, Handoff List, Improvement Backlog | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | PlanningTime managementProductivityOperations | ProcessOperationsImprovement | FlowMeasurementConstraints |