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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Theory of Constraints |  Operations A3 Problem Solving |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | 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 | High | Medium | Low |
Timedifferent | 1-2 h | 2-4 h Analyse, laufend | 45-90 min | 20-45 min |
Participantsdifferent | 1-8 | 3-12 | 2-5 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |