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| Criterion |  Operations After-Action Review |  Systems Thinking Futures Wheel |  Operations Theory of Constraints |  Operations Process Mapping |
|---|---|---|---|---|
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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 60-120 min | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Constraint Map, Improvement Plan, Flow Metrics | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LearningOperationsImprovement | ForesightSystems thinkingSignals | OperationsConstraintsFlowImprovement | ProcessOperationsImprovement |