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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations 5 Whys |  Operations Learning 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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 20-45 min | 15-30 min | 1-3 h |
Participantsdifferent | 1-5 | 3-12 | 2-6 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | Root causeIncidentLeanProblem solving | LearningRetrospectiveIncidentOperations |