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| Criterion |  Operations Process Mapping |  Operations ABC Analysis |  Decision Making Decision Matrix |  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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 1-5 | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs | LearningOperationsImprovement |