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| Criterion |  Operations After-Action Review |  Operations Standard Work Analysis |  Operations Failure Mode and Effects Analysis |  Operations Process Mapping |
|---|---|---|---|---|
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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 3-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | FMEA Table, Risk Priority, Mitigation Actions | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LearningOperationsImprovement | LeanProcessQuality | RiskQualityOperationsRoot cause | ProcessOperationsImprovement |