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| Criterion |  Operations Visual Management |  Operations Bottleneck Analysis |  Operations Barrier Analysis |  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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | 2-4 h | 2-4 h Analyse, laufend |
Participantsdifferent | 1-20 | 3-8 | 2-6 | 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 | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | SignalsOperationsVisual management | FlowMeasurementConstraints | Root causeSafetyIncident | OperationsConstraintsFlowImprovement |