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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations Bottleneck Analysis |  Operations Process Mapping |
|---|---|---|---|---|
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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 20-45 min | 1-3 h | 1-3 h |
Participantsdifferent | 1-5 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | FlowMeasurementConstraints | ProcessOperationsImprovement |