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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Product Discovery Opportunity Scoring |  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. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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 | 60-120 min | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | 3-6 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Opportunity Score Table, Top Outcomes | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | PrioritizationDiscoveryOutcomesNeeds | LearningOperationsImprovement |