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| Criterion |  Operations Theory of Constraints |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  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 a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 45-90 min | 30-60 min | 20-45 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Lessons learned, Action items, Event summary |
Tags1 shared | OperationsConstraintsFlowImprovement | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | LearningOperationsImprovement |