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| Criterion |  Operations Theory of Constraints |  Knowledge Modeling Concept Mapping |  Knowledge Modeling Knowledge Mapping |  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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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 | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 1-2 h | 1-3 h | 20-45 min |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Concept Map, Relationship Labels, Knowledge Gaps | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | KnowledgeConceptsMappingSensemaking | KnowledgeMappingRisk | LearningOperationsImprovement |