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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Knowledge Mapping |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | 1-3 h | 20-45 min |
Participantsdifferent | 3-8 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | FlowMeasurementConstraints | KnowledgeMappingRisk | ProcessOperationsImprovement | LearningOperationsImprovement |