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| Criterion |  Operations ABC Analysis |  Operations A3 Problem Solving |  Knowledge Modeling Feynman Technique |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 20-60 min | 20-45 min |
Participantsdifferent | 1-5 | 2-5 | 1 | 3-12 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Plain-language Explanation, Knowledge Gaps, Study Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | LearningKnowledgeUnderstanding | LearningOperationsImprovement |