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| Criterion |  Operations Theory of Constraints |  Agile NoEstimates |  Operations Bottleneck Analysis |  Operations Process Mapping |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | laufend | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 2-12 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | OperationsConstraintsFlowImprovement | EstimationForecastingFlow | FlowMeasurementConstraints | ProcessOperationsImprovement |