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| Criterion |  Operations Theory of Constraints |  Knowledge Modeling Feynman Technique |  Operations Learning Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 20-60 min | 1-3 h | 45–75 min |
Participantsdifferent | 3-12 | 1 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Plain-language Explanation, Knowledge Gaps, Study Notes | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningKnowledgeUnderstanding | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam |