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| Criterion |  Operations ABC Analysis |  Agile WSJF |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 1-5 | 3-10 | 3-12 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Ranked Backlog, Cost-of-Delay Assumptions | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanEconomicsSequencePrioritization | LearningOperationsImprovement | LeanContinuous improvementOperations |