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| Criterion |  Operations A3 Problem Solving |  Operations ABC Analysis |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 2-5 | 1-5 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tags1 shared | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio | LearningOperationsImprovement | LeanContinuous improvementOperations |