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| Criterion |  Operations After-Action Review |  Facilitation Lean Coffee |  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. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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 | Low | Medium |
Timedifferent | 20-45 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-20 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Prioritized Topics, Discussion Notes, Action Items | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | FacilitationAutonomyDialogue | LeanProblem solvingCoachingOperations |
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