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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 30-60 min | 45-90 min | 30-120 min |
Participantsdifferent | 3-12 | 1-5 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tags1 shared | LearningOperationsImprovement | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |