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| Criterion |  Operations Theory of Constraints |  Knowledge Modeling Feynman Technique |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 2-4 h Analyse, laufend | 20-60 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Plain-language Explanation, Knowledge Gaps, Study Notes | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningKnowledgeUnderstanding | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |