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| Criterion |  Operations A3 Problem Solving |  Operations After-Action Review |  Systems Thinking Intervention Mapping |  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. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | Medium |
Timedifferent | 45-90 min | 20-45 min | 1-5 Tage | 0.5-5 Tage |
Participantsdifferent | 2-5 | 3-12 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | ChangeSystems thinkingCapability | LeanContinuous improvementOperations |