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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Agile Sprint Retrospective |  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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min |
Participantsdifferent | 3-10 | 2-5 | Scrum Team | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Improvement actions, Team agreements | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | RetrospectiveImprovementLearning | LearningOperationsImprovement |