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| Criterion |  Operations Theory of Constraints |  Operations Bottleneck Analysis |  Knowledge Modeling Knowledge Mapping |  Operations Process Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 1-3 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | OperationsConstraintsFlowImprovement | FlowMeasurementConstraints | KnowledgeMappingRisk | ProcessOperationsImprovement |