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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Operations ABC Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | 20-45 min | 30-60 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 3-12 | 1-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Constraint Map, Improvement Plan, Flow Metrics |
Tags1 shared | ProcessOperationsImprovement | LearningOperationsImprovement | PrioritizationOperationsPortfolio | OperationsConstraintsFlowImprovement |