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| Criterion |  Operations Bottleneck Analysis |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 20-45 min | 20-60 min | 1-3 h |
Participantsdifferent | 3-8 | 3-12 | 1 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | FlowMeasurementConstraints | LearningOperationsImprovement | LearningKnowledgeUnderstanding | ProcessOperationsImprovement |