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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Operations A3 Problem Solving |  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. | 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. | 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. | 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 | 1-3 h | 45-90 min | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | 2-5 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tags1 shared | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |