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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Operations Eat the Frog |  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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | 15-90 min daily | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Priority Task, Completion Note, Daily Focus | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | PrioritizationProductivityFocusExecution | Root causeIncidentLeanProblem solving |