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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Delivery Cost of Delay |  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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | High | Low |
Timedifferent | 30-60 min | 1-3 h | 90-180 min | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | CoD Table, Prioritization Sequence | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | PrioritizationDeliveryEconomicsDecision | LearningOperationsImprovement |