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| Criterion |  Operations ABC Analysis |  Operations Visual Management |  Operations Process Mapping |  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 high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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 | Low | Medium | Low |
Timedifferent | 30-60 min | Ongoing | 1-3 h | 20-45 min |
Participantsdifferent | 1-5 | 1-20 | 3-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Visual Board, Status Indicators, Exception Cues | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tags1 shared | PrioritizationOperationsPortfolio | SignalsOperationsVisual management | ProcessOperationsImprovement | LearningOperationsImprovement |