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| Criterion |  Operations PDCA Cycle |  Operations After-Action Review |  Innovation Brainwriting |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 20-45 min | 15-30 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Lessons learned, Action items, Event summary | Idea sheets, Expanded concepts, Prioritized list | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Continuous improvementLeanExperiments | LearningOperationsImprovement | BrainstormingCollaborationInclusionIdeas | LeanProblem solvingCoachingOperations |