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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Operations Kaizen Event |  Operations PDCA Cycle |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 30-60 min | 0.5-5 Tage | 1 h bis mehrere Wochen |
Participantsdifferent | 3-12 | 1-5 | 4-10 | 1-8 |
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 | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | LearningOperationsImprovement | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | Continuous improvementLeanExperiments |