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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations Theory of Constraints |  Operations Learning Review |
|---|---|---|---|---|
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 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | 20-45 min | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 1-5 | 3-12 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics | Learning Review Notes, System Factors, Improvement Actions |
Tags1 shared | PrioritizationOperationsPortfolio | LearningOperationsImprovement | OperationsConstraintsFlowImprovement | LearningRetrospectiveIncidentOperations |