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| Criterion |  Operations Process Mapping |  Systems Thinking CATWOE Analysis |  Operations PDCA Cycle |  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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | 45-90 min | 1 h bis mehrere Wochen | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingFramingStakeholders | Continuous improvementLeanExperiments | LearningOperationsImprovement |