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| Criterion |  Operations Theory of Constraints |  Engineering Kanban |  Delivery Cost of Delay |  Operations ABC 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-4 h Analyse, laufend | Ongoing | 90-180 min | 30-60 min |
Participantsdifferent | 3-12 | 2-12 | 3-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | ABC Classification, Focus Rules, Control List |
Tagsno overlap | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | PrioritizationOperationsPortfolio |