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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Knowledge Modeling Feynman Technique |  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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | 20-60 min | 20-45 min |
Participantsdifferent | 3-10 | 2-5 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Plain-language Explanation, Knowledge Gaps, Study Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | LearningKnowledgeUnderstanding | LearningOperationsImprovement |