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| Criterion |  Operations After-Action Review |  Operations Kaizen Event |  Product Strategy Lean Canvas |  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. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Medium | Medium |
Timedifferent | 20-45 min | 0.5-5 Tage | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 1-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lean Canvas, Core Assumptions, Experiment Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | LeanContinuous improvementOperations | StartupLeanAssumptionsBusiness model | LeanProblem solvingCoachingOperations |