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| Criterion |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  Operations Process Mapping |  Operations After-Action 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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 60-120 min | 1-3 h | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | 3-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | ProcessOperationsImprovement | LearningOperationsImprovement |