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| Criterion |  Operations After-Action Review |  Operations 5 Whys |  Operations ALPEN Method |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 15-30 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 1 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures | Daily Plan, Time Estimates, Review Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | Root causeIncidentLeanProblem solving | PlanningTime managementProductivityOperations | LeanProblem solvingCoachingOperations |