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| Criterion |  Operations Process Mapping |  Operations ABC Analysis |  Operations Fishbone Diagram |  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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 30-60 min | 20-45 min |
Participantsdifferent | 3-10 | 1-5 | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | Fishbone Diagram, Cause Categories, Investigation Backlog | Lessons learned, Action items, Event summary |
Tags1 shared | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | Root causeQualityOperations | LearningOperationsImprovement |