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| Criterion |  Operations After-Action Review |  Delivery Value Stream Mapping |  Operations Kaizen Event |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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 | Medium | Medium | Medium |
Timedifferent | 20-45 min | 1-3 h | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | LeanFlowWasteDelivery | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |