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| Criterion |  Operations After-Action Review |  Operations Ivy Lee Method |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
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 a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 5-10 min daily | 30-120 min | 30-60 min |
Participantsdifferent | 3-12 | 1 | 2-6 | 1-5 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Daily Priority List, Completion Notes | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LearningOperationsImprovement | PrioritizationProductivityExecution | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |