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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Operations Kepner-Tregoe |  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 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 1-3 h | 2-8 h | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary |
Tags1 shared | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement |