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| Criterion |  Operations Theory of Constraints |  Operations Kepner-Tregoe |  Operations 5 Whys |  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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 2-8 h | 15-30 min | 20-45 min |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving | LearningOperationsImprovement |