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| Criterion |  Operations PDCA Cycle |  Operations Process Mapping |  Business Strategy Strategy Execution Loop |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 | Low | Medium | High | Low |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min |
Participantsdifferent | 1-8 | 3-10 | 5-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Process Map, Handoff List, Improvement Backlog | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary |
Tagsno overlap | Continuous improvementLeanExperiments | ProcessOperationsImprovement | ExecutionCadenceLearningGovernance | LearningOperationsImprovement |