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| Criterion |  Operations After-Action Review |  Operations Standard Work Analysis |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 20-45 min | 1-3 h | 1-3 h | 2-6 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 | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LearningOperationsImprovement | LeanProcessQuality | ProcessOperationsImprovement | RiskQualityOperationsRoot cause |