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| Criterion |  Operations Waste Analysis |  Operations Bottleneck Analysis |  Operations Theory of Constraints |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 45-120 min | 1-3 h | 2-4 h Analyse, laufend | 30-120 min |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas |
Tagsno overlap | WasteLeanProcess improvement | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations |