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| Criterion |  Operations Theory of Constraints |  Engineering Kanban |  Operations Bottleneck Analysis |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-4 h Analyse, laufend | Ongoing | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 3-12 | 2-12 | 3-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tags1 shared | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery | FlowMeasurementConstraints | ForecastingFlowDelivery |