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| Criterion |  Operations Theory of Constraints |  Operations Bottleneck Analysis |  Operations Weekly Review |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 1-3 h | 30-60 min | 20-45 min |
Participantsdifferent | 3-12 | 3-8 | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Updated Task System, Weekly Focus, Next Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | FlowMeasurementConstraints | ProductivityExecutionPlanning | LearningOperationsImprovement |