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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  UX Design Service Blueprinting |  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. | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | 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 | High | Medium |
Timedifferent | 30-60 min | 20-45 min | 0.5-2 Tage | 1-3 h |
Participantsdifferent | 1-5 | 3-12 | 6-12 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Service Blueprint, Fail Points, Ownership Map | Process Map, Handoff List, Improvement Backlog |
Tags1 shared | PrioritizationOperationsPortfolio | LearningOperationsImprovement | Service designOperationsJourneyBlueprint | ProcessOperationsImprovement |