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| Criterion |  Operations ABC Analysis |  Operations PDCA Cycle |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 1 h bis mehrere Wochen | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 1-5 | 1-8 | 3-12 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PrioritizationOperationsPortfolio | Continuous improvementLeanExperiments | LearningOperationsImprovement | LeanContinuous improvementOperations |