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| Criterion |  Operations Process Mapping |  Operations DMAIC |  Operations Fault Tree Analysis |  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 a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 | 2-12 Wochen | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Continuous improvementQualityProcess improvement | RiskRoot causeSafety | LearningOperationsImprovement |