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| Criterion |  Operations Theory of Constraints |  Operations Weekly Review |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 2-4 h Analyse, laufend | 30-60 min | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 1 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Updated Task System, Weekly Focus, Next Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | ProductivityExecutionPlanning | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints |