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| Criterion |  Operations Theory of Constraints |  Decision Making Cynefin Workshop |  Operations Bottleneck Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-4 h Analyse, laufend | 60-180 min | 1-3 h | 2-8 h |
Participantsdifferent | 3-12 | 4-20 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | OperationsConstraintsFlowImprovement | ComplexitySensemakingDecision | FlowMeasurementConstraints | Problem solvingRoot causeDecisionOperations |