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| Criterion |  Operations Visual Management |  Operations Bottleneck Analysis |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|
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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Low | Medium | High |
Timedifferent | Ongoing | 1-3 h | 0.5-3 Tage |
Participantsdifferent | 1-20 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | SignalsOperationsVisual management | FlowMeasurementConstraints | Theory of ConstraintsConstraintsSystems thinkingCausality |
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