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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Innovation Double Diamond |  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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 | Medium | High |
Timedifferent | 1-3 h | 20-45 min | Wochen bis Monate | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessOperationsImprovement | LearningOperationsImprovement | ProcessDivergenceInnovation | OperationsConstraintsFlowImprovement |