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| Criterion |  Operations A3 Problem Solving |  Operations Process Mapping |  Innovation TRIZ |  Operations After-Action Review |
|---|---|---|---|---|
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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-3 h | 1-4 h | 20-45 min |
Participantsdifferent | 2-5 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Inventive Principles, Solution Concepts | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement | InnovationProblem solvingContradictionsCreativity | LearningOperationsImprovement |