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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Operations ABC Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 1-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving |