View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Theory of Constraints |  Operations Kepner-Tregoe |  Operations Process Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 2-8 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Problem Analysis, Decision Analysis, Risk Plan | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | OperationsConstraintsFlowImprovement | Problem solvingRoot causeDecisionOperations | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations |