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| Criterion |  Operations Process Mapping |  Product Strategy DIBB |  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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | 1-2 h | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 2-8 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | DIBB document, Belief list, Bet list, Learning report | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | StrategyDecisionAssumptionsHypothesis | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |