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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations PDCA Cycle |  Operations Gemba Walk |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 20-45 min | 1 h bis mehrere Wochen | 30-120 min |
Participantsdifferent | 1-5 | 3-12 | 1-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | Continuous improvementLeanExperiments | LeanObservationProcessOperations |