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| Criterion |  Operations PDCA Cycle |  Business Strategy Strategy Execution Loop |  Operations After-Action Review |  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. | 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. | 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 | High | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | 45-90 min |
Participantsdifferent | 1-8 | 5-12 | 3-12 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Continuous improvementLeanExperiments | ExecutionCadenceLearningGovernance | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |