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| Criterion |  Operations After-Action Review |  Operations Theory of Constraints |  Operations Gemba Walk |  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 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Low | Medium |
Timedifferent | 20-45 min | 2-4 h Analyse, laufend | 30-120 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | LearningOperationsImprovement | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |