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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Operations Standard Work Analysis |  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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 | 1-3 h | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | 2-6 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | LeanProcessQuality | LearningOperationsImprovement |