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| Criterion |  Operations Theory of Constraints |  Decision Making Constraint Analysis |  Operations A3 Problem Solving |  Operations ALPEN Method |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min | 45-90 min | 10-20 min daily |
Participantsdifferent | 3-12 | 2-8 | 2-5 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | OperationsConstraintsFlowImprovement | ConstraintsDecisionPlanningOptions | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations |