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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Operations Kaizen Event |  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. | 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 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. | 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 | Medium | Medium |
Timedifferent | 20-45 min | 30-60 min | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 3-12 | 1-5 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LearningOperationsImprovement | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |