Methoden vergelijken

	Theory of Constraints (TOC)	Wet van Little (L = λW)	Waardestroommapping (VSM)
Vakgebied	Kwaliteitsmanagement	Operations research	Kwaliteitsmanagement
Familie	Process / pipeline	Regression model	Process / pipeline
Jaar van ontstaan	1990	1961	1999
Grondlegger	Eliyahu Goldratt	John D. C. Little	Mike Rother & John Shook
Type	Continuous improvement framework	Exact queueing identity	Visual process analysis tool
Oorspronkelijke bron	Goldratt, E. M. (1990). Theory of Constraints. North River Press. ISBN: 978-0-88427-166-6	Little, J. D. C. (1961). A proof for the queuing formula: L = λW. Operations Research, 9(3), 383–387.	Rother, M., & Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute. ISBN: 978-0-9667843-0-5
Aliassen	TOC, Constraint Management, Bottleneck Theory, Kısıtlar Teorisi	L = λW Theorem, Little's Theorem, Little's Result, Little Yasası	VSM, Material and Information Flow Mapping, Lean Flow Mapping, Değer Akış Haritalama
Verwant	3	3	3
Samenvatting	The Theory of Constraints (TOC) is a management philosophy and continuous improvement framework introduced by Eliyahu Goldratt in his 1984 novel The Goal and formalized in his 1990 book. TOC holds that every system has at least one constraint — a bottleneck that limits the system's overall throughput — and that systematically identifying and addressing that constraint is the most effective lever for improving performance. It is widely applied in manufacturing, project management, supply chains, and service operations.	Little's Law is a fundamental theorem in queueing theory that relates the long-run average number of items in a stable system (L) to the long-run average arrival rate (λ) and the long-run average time an item spends in the system (W), expressed as L = λW. Introduced and rigorously proved by John D. C. Little in 1961, the law holds for virtually any stable stochastic system, requiring no assumptions about arrival distributions, service distributions, or queue disciplines.	Value Stream Mapping (VSM) is a lean management technique used to visualize, analyze, and improve the flow of materials and information required to bring a product or service from raw input to customer delivery. Introduced by Mike Rother and John Shook in their 1999 workbook Learning to See, VSM draws on the Toyota Production System tradition to expose waste, delays, and non-value-adding activities across the entire production value stream.