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| Criterion |  Operations Theory of Constraints |  Delivery Cost of Delay |  Operations ALPEN Method |  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. | 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. | 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. | 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 | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 90-180 min | 10-20 min daily | 20-45 min |
Participantsdifferent | 3-12 | 3-8 | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | CoD Table, Prioritization Sequence | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | PrioritizationDeliveryEconomicsDecision | PlanningTime managementProductivityOperations | LearningOperationsImprovement |