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| Criterion |  Operations Theory of Constraints |  Agile Start Stop Continue |  Agile Starfish Retrospective |  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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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 | 30-60 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | Lessons learned, Action items, Event summary |
Tags1 shared | OperationsConstraintsFlowImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | LearningOperationsImprovement |