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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Operations Accountability Ladder |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 h | 45-90 min | 20-45 min | 20-45 min |
Participantsdifferent | 3-10 | 2-5 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | ResponsibilityLeadershipTeam | LearningOperationsImprovement |