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| Criterion |  Operations Process Mapping |  Innovation Brainwriting |  Operations A3 Problem Solving |  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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low |
Timedifferent | 1-3 h | 15-30 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Idea sheets, Expanded concepts, Prioritized list | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingCollaborationInclusionIdeas | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |