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| Criterion |  Operations Theory of Constraints |  Engineering Kanban |  Operations Gemba Walk |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | Ongoing | 30-120 min | 20-45 min |
Participantsdifferent | 3-12 | 2-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Kanban board, WIP policies, Flow metrics | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | FlowVisual managementDelivery | LeanObservationProcessOperations | LearningOperationsImprovement |