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| Criterion |  Operations Theory of Constraints |  Decision Making Decision Tree |  Operations Getting Things Done |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min | 1-2 h Setup, laufend | 20-45 min |
Participantsdifferent | 3-12 | 1-6 | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Decision Tree, Option Map, Assumption List | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | DecisionTreeOptions | ProductivityPlanningTasksExecution | LearningOperationsImprovement |