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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Operations Theory of Constraints |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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 | Low | Medium | High | Medium |
Timedifferent | Ongoing | 0.5-5 Tage | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 1-20 | 4-10 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint Map, Improvement Plan, Flow Metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | OperationsConstraintsFlowImprovement | FlowMeasurementConstraints |