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| Criterion |  Operations Theory of Constraints |  Delivery Cost of Delay |  Operations After-Action Review |  Operations ABC 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 90-180 min | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | CoD Table, Prioritization Sequence | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List |
Tagsno overlap | OperationsConstraintsFlowImprovement | PrioritizationDeliveryEconomicsDecision | LearningOperationsImprovement | PrioritizationOperationsPortfolio |