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| Criterion |  Operations Theory of Constraints |  Knowledge Modeling Feynman Technique |  Operations Learning Review |  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. | 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. | 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 | 1-3 h | 20-45 min |
Participantsdifferent | 3-12 | 1 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Plain-language Explanation, Knowledge Gaps, Study Notes | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningKnowledgeUnderstanding | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement |