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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Teach-back |  Operations After-Action Review |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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. | 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 | 5-20 min | 20-45 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Understanding Check, Clarification Notes, Learning Gaps | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | FlowMeasurementConstraints | LearningUnderstandingCommunication | LearningOperationsImprovement | ProcessOperationsImprovement |