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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Operations Bottleneck Analysis |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 | High | Medium | Medium |
Timedifferent | 20-45 min | 2-8 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | FlowMeasurementConstraints | LeanProblem solvingCoachingOperations |