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| Criterion |  Operations After-Action Review |  Innovation TRIZ |  Operations Kaizen Event |
|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 20-45 min | 1-4 h | 0.5-5 Tage |
Participantsdifferent | 3-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Contradiction Statement, Inventive Principles, Solution Concepts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LearningOperationsImprovement | InnovationProblem solvingContradictionsCreativity | LeanContinuous improvementOperations |
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