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| Criterion |  Operations Theory of Constraints |  Decision Making Decision Tree |  Operations A3 Problem Solving |
|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 1-6 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Decision Tree, Option Map, Assumption List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | OperationsConstraintsFlowImprovement | DecisionTreeOptions | LeanProblem solvingCoachingOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
