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| Criterion |  Operations Visual Management |  Operations Bottleneck Analysis |  Operations A3 Problem Solving |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 1-3 h | 45-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 3-8 | 2-5 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | A3 Report, Action Plan, Root Cause Analysis | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | FlowMeasurementConstraints | LeanProblem solvingCoachingOperations | OperationsConstraintsFlowImprovement |