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| Criterion |  Product Discovery Jobs to Be Done |  Operations Process Mapping |  Operations ABC Analysis |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Low |
Timedifferent | 1-3 Wochen | 1-3 h | 30-60 min | 20-45 min |
Participantsdifferent | 5-12 Interviews | 3-10 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary |
Tagsno overlap | CustomerOutcomesNeeds | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | LearningOperationsImprovement |