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| Criterion |  Operations Theory of Constraints |  Engineering Kanban |  Operations ABC Analysis |  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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Medium |
Timedifferent | 2-4 h Analyse, laufend | Ongoing | 30-60 min | 1-3 h |
Participantsdifferent | 3-12 | 2-12 | 1-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics | ABC Classification, Focus Rules, Control List | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery | PrioritizationOperationsPortfolio | FlowMeasurementConstraints |