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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations Process Mapping |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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 a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-60 min | 20-45 min | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 1-5 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics |
Tags1 shared | PrioritizationOperationsPortfolio | LearningOperationsImprovement | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement |