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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  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. | 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. | 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 | 0.5-5 Tage | 1-3 h | 20-45 min |
Participantsdifferent | 1-5 | 4-10 | 3-10 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tags1 shared | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | ProcessOperationsImprovement | LearningOperationsImprovement |