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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  Knowledge Modeling Feynman Technique |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Low | Low |
Timedifferent | 30-60 min | 0.5-5 Tage | 20-60 min | 20-45 min |
Participantsdifferent | 1-5 | 4-10 | 1 | 3-12 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Plain-language Explanation, Knowledge Gaps, Study Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | LearningKnowledgeUnderstanding | LearningOperationsImprovement |