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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Knowledge Modeling Feynman Technique |  Operations Kaizen Event |
|---|---|---|---|---|
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 Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Medium | Low | Medium |
Timedifferent | 20-45 min | 45-90 min | 20-60 min | 0.5-5 Tage |
Participantsdifferent | 3-12 | 2-5 | 1 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Plain-language Explanation, Knowledge Gaps, Study Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | LearningKnowledgeUnderstanding | LeanContinuous improvementOperations |