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| Criterion |  Operations ABC Analysis |  Operations Kepner-Tregoe |  Operations After-Action Review |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-8 h | 20-45 min | 45-90 min |
Participantsdifferent | 1-5 | 2-8 | 3-12 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | PrioritizationOperationsPortfolio | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |