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| Criterion |  Operations Process Mapping |  Operations Accountability Ladder |  Operations Failure Mode and Effects Analysis |  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 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | Low |
Timedifferent | 1-3 h | 20-45 min | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 1-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Ownership Reflection, Action Commitment, Coaching Notes | FMEA Table, Risk Priority, Mitigation Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | ResponsibilityLeadershipTeam | RiskQualityOperationsRoot cause | LearningOperationsImprovement |