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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Knowledge Modeling Teach-back |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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 | Low | Medium |
Timedifferent | 30-60 min | 20-45 min | 5-20 min | 1-3 h |
Participantsdifferent | 1-5 | 3-12 | 2-8 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Understanding Check, Clarification Notes, Learning Gaps | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | LearningUnderstandingCommunication | ProcessOperationsImprovement |