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| Criterion |  Operations Process Mapping |  Decision Making Delphi Method |  Operations Kepner-Tregoe |  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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | High | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 2-8 h | 20-45 min |
Participantsdifferent | 3-10 | 6-30 Experten | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement |