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| Criterion |  Operations ABC Analysis |  Operations Visual Management |  Agile Starfish Retrospective |  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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | Ongoing | 45-90 min | 20-45 min |
Participantsdifferent | 1-5 | 1-20 | 4-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Visual Board, Status Indicators, Exception Cues | Starfish Board, Practice Changes, Experiments | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | SignalsOperationsVisual management | RetrospectiveImprovementExperimentsTeam | LearningOperationsImprovement |