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| Criterion |  Operations Theory of Constraints |  Engineering Kanban |  Delivery Cost of Delay |  Operations After-Action 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. | 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. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-4 h Analyse, laufend | Ongoing | 90-180 min | 20-45 min |
Participantsdifferent | 3-12 | 2-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics | CoD Table, Prioritization Sequence | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery | PrioritizationDeliveryEconomicsDecision | LearningOperationsImprovement |