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| Criterion |  Operations Theory of Constraints |  Operations Process Mapping |  Decision Making Decision Tree |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 1-3 h | 30-90 min | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Process Map, Handoff List, Improvement Backlog | Decision Tree, Option Map, Assumption List | Observation Notes, Improvement Ideas |
Tagsno overlap | OperationsConstraintsFlowImprovement | ProcessOperationsImprovement | DecisionTreeOptions | LeanObservationProcessOperations |