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| Criterion |  Operations Theory of Constraints |  Operations Kaizen Event |  Operations A3 Problem Solving |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 0.5-5 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 4-10 | 2-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | FlowMeasurementConstraints |