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| Criterion |  Operations After-Action Review |  Operations PDCA Cycle |  Operations Kaizen Event |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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 | Medium |
Timedifferent | 20-45 min | 1 h bis mehrere Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |