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| Criterion |  Operations Theory of Constraints |  Decision Making Decision Tree |  Operations Gemba Walk |  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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min | 30-120 min | 20-45 min |
Participantsdifferent | 3-12 | 1-6 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Decision Tree, Option Map, Assumption List | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | DecisionTreeOptions | LeanObservationProcessOperations | LearningOperationsImprovement |