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| Criterion |  Operations Process Mapping |  Operations Bottleneck Analysis |  Operations ALPEN Method |  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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 10-20 min daily | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | FlowMeasurementConstraints | PlanningTime managementProductivityOperations | LearningOperationsImprovement |