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| Criterion |  Operations Process Mapping |  Innovation Design Thinking |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 4-10 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Prototype, Test Learnings | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | InnovationPrototypeResearch | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |