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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Operations Theory of Constraints |  Operations Learning Review |
|---|---|---|---|---|
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 confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 1-3 h | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Constraint Map, Improvement Plan, Flow Metrics | Learning Review Notes, System Factors, Improvement Actions |
Tags1 shared | LearningOperationsImprovement | ProcessOperationsImprovement | OperationsConstraintsFlowImprovement | LearningRetrospectiveIncidentOperations |