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| Criterion |  Operations Theory of Constraints |  Delivery Value Stream Mapping |  Operations Bottleneck Analysis |  Operations Kaizen Event |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 1-3 h | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 3-12 | 4-10 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Current-state map, Future-state map, Bottleneck list | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | OperationsConstraintsFlowImprovement | LeanFlowWasteDelivery | FlowMeasurementConstraints | LeanContinuous improvementOperations |