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| Criterion |  Operations Theory of Constraints |  Knowledge Modeling Feynman Technique |  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. | 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 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 | Low | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 20-60 min | 1-2 h Setup, laufend | 20-45 min |
Participantsdifferent | 3-12 | 1 | 1 | 3-12 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Plain-language Explanation, Knowledge Gaps, Study Notes | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningKnowledgeUnderstanding | ProductivityPlanningTasksExecution | LearningOperationsImprovement |