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| Criterion |  Operations Theory of Constraints |  Operations Getting Things Done |  Operations After-Action Review |  Operations Weekly 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. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 1-2 h Setup, laufend | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 1 | 3-12 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | OperationsConstraintsFlowImprovement | ProductivityPlanningTasksExecution | LearningOperationsImprovement | ProductivityExecutionPlanning |