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| Criterion |  Operations Theory of Constraints |  Operations Weekly Review |  Operations Bottleneck Analysis |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 30-60 min | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 3-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Updated Task System, Weekly Focus, Next Actions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Action Lists, Project List, Review Routine |
Tagsno overlap | OperationsConstraintsFlowImprovement | ProductivityExecutionPlanning | FlowMeasurementConstraints | ProductivityPlanningTasksExecution |