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| Criterion |  Operations Theory of Constraints |  UX Design Service Blueprinting |  UX Research Customer Journey Mapping |  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 service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 0.5-2 Tage | 2-4 h | 20-45 min |
Participantsdifferent | 3-12 | 6-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Service Blueprint, Fail Points, Ownership Map | Journey Map, Pain-point List, Opportunity Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | Service designOperationsJourneyBlueprint | JourneyServiceService design | LearningOperationsImprovement |